Table of Contents Overview Legal and Commercial Management Social Workplace and

Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance

Leadership
IPD Profile

Workplace
IPD Case Studies
Degree of IPD

Insurance
Contract

Liability

Culture
Goals
Case Studies

BIM
AIA, AIA Minnesota, School of Architecture University of Minnesota
March 2012
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Interactive PDF

This document incorporates case studies originally documented in the 2010 publication, “Integrated Project Delivery:
Case Studies” by the AIA / AIA California Council
Table of Contents

About this study

Definition of Terms

National Map of IPD

Degree of IPD

Case Studies

Introduction
Introduction

Executive Summary This study is a revision of our report published in February

2011. It advances the previous study with the inclusion of
one new case study (University of California San Francisco,
UCSF), report of the survey results and addition of the six
IPD Defi o I cases documented in the 2010 AIA/AIA-CC publication
of “Integrated Project Delivery: Case Studies.” Whereas
previous case study efforts were limited to the handful
of projects executing IPD, this effort is framed broadly,
IPD Defi o e or choosing projects of various program types, sizes, team
composition and locations. Additionally, this set of case
examples documents a wide range of team experience,
IPD Motivations from teams with quite a bit of IPD experience to those who
are using their project as a learning experience. The level
of experience of the teams is shown graphically in the
at-a-glance pages of the matrix. Unique to this study is the
Survey Summary opportunity to study projects from early phases through
completion. Following projects over time, we hope to gain
insight on the evolution of each project, its collaborative
culture and areas of success and challenge. This document
Selection of Projects
is focused on project activities that lay the foundation for
collaborative practices in IPD.

Credits

Acknowledgments

e o r e
Table of Contents

About this study

Definition of Terms

National Map of IPD

Degree of IPD

Case Studies

Introduction
Executive Summary

Executive Summary IPD is being implemented in increasingly diverse settings, However, while anecdotally, co-location is strongly valued,
allowing us to better understand where it is most effective. o fi or e er e o o o e
By studying a range of projects, we can better understand effective communication. This somewhat contradictory
how IPD compares with traditional project delivery evidence indicates that the future study is needed to better
IPD Defi o I methods for different project and team types and envision understand which factors are most relevant to the success of
its continued development. Documenting how IPD has a collaborative project focused on the activities that lay the
been adapted and applied to each of the projects in this foundation for
study demonstrates that IPD is a method that employs By juxtaposing AIA/AIA-CC 2010 cases to the projects
IPD Defi o e or multiple strategies to achieve high performing, collaborative documented in 2011-12, we can see the rapid pace of
teams and cannot be reduced to a contractual structure e ro o er rfiel e l fi e
or management formula. By comparing this set of projects l e o ere o e o e fir r e
IPD Motivations according to how they followed or adapted IPD contractual IPD projects in America, and several others around that
and behavioral strategies, we can see how some aspects time are obviously meeting the challenges of creating new
of IPD have had greater impact than others. The degree strategies for what was then a very new project delivery
to which projects implemented IPD strategies, from type. In spite of many years of experience with collaborative
Survey Summary contractual terms to management, social, environmental and or even integrated team delivery (usually in the form of
technological strategies, is documented in a chart “Degree of Design-Build but sometimes found even in Design-Bid-Build
IPD.” e IPD re or re re fi re
Since IPD is a relatively new delivery model, it is not of many core processes.
Selection of Projects
surprising that participants have had less project experience The later projects, along with the rest of the building
with IPD than with traditional or design-build delivery models. r le rl e efi e ro e e rl ro e
Project participants with even one or two IPD experiences their “lessons learned.” Equally clearly, there is more room
Credits re l e e e e o e e e for learning and current projects must adapt to meet new
or fir e IPD e e re e o er ee e ro e e fi lle e
learning curve. However, the curve can be made less steep
by pre-existing professional relationships and relatively
Acknowledgments straightforward projects. For the relatively experienced
e IPD o e o e fi e e e o ee
e fi ro e e ee
r e re l o r o fir o e
e o r e
expected hypotheses but also yielded some surprises.
For example, as expected, a more experienced team
has stronger understanding and value of IPD principles.
Table of Contents

About this study

Definition of Terms

National Map of IPD

Degree of IPD

Case Studies

Introduction
IPD Definition - AIA

Executive Summary It is becoming clear that there are very few “pure” IPD Integrated Project Delivery Defined: AIA/AIACC, 2010
projects. The survey response shows that the majority of IPD is a method of project delivery distinguished by a
projects pursuing IPD are using custom IPD agreements. contractual arrangement among a minimum of owner,
Even those using standard multi-party agreements, such constructor and design professional that aligns business
IPD Definition - AIA as the AIA C-191 Standard Form Multi-Party Agreement for interests of all parties. IPD motivates collaboration
IPD, customized the contracts to eliminate certain aspects throughout the design and construction process, tying
of liability or shared risk/reward – components previously stakeholder success to project success, and embodies the
efi e r l o e e re IPD e r following contractual and behavioral principles:
IPD Defi o e or r le o efi e IPD e e l orl e e e
of the real world continues to shape our understanding of Contractual Principles
integration and collaboration. We found that although several Key Participants Bound Together as Equals
IPD Motivations of the case examples did not meet all of the contractual re l e r e o Pro e
principles listed to the right in Integrated Project Delivery o e
Defi e I I e e ll o e e or l Liability Waivers between Key Participants
principles and offered insights into the ways IPD can be Fiscal Transparency between Key Participants
Survey Summary adapted. See also the graphic representation of the projects’ Early Involvement of Key Participants
“Degree of IPD.” Jointly Developed Project Target Criteria
Collaborative Decision Making
Selection of Projects
Behavioral Principles
l e e r
Willingness to Collaborate
Credits e o o

Acknowledgments

e o r e
Table of Contents

About this study

Definition of Terms

National Map of IPD

Degree of IPD

Case Studies

Introduction
IPD Definition - This Report

Executive Summary Through a workshop process led by Professor Paolo IPD Markers
Tombesi, Chair of Construction at the University of el o l o r
Melbourne and Markku Allison, resource architect for AIA, Pro e o ro l o
we adapted the AIA’s contractual and behavioral principles l e ro e o l o l De elo e Pro e
IPD Defi o I o e o ore e fi ll efi e IPD or e Target Criteria)
rearranged the characteristics into two categories, IPD I or e l e e o
“markers” and IPD “strategies.” This helps to distinguish (Collaborative Decision Making)
between the characteristics unique to IPD projects and the e o o
IPD Definition - This tactics or strategies employed, either commercial, social, I e fie e e rl
Report environmental or technological, to support the IPD process.
For our study, we considered a project to be following IPD IPD Strategies
IPD Motivations if they embodied the markers listed to the right. Variations e P r o o e er l
were seen in strategies, tactics and contractual principles. (Multi-party Agreement)
e re e e or e e e or
rl o r o o e er e
Survey Summary (Early Involvement of Key Participants)
Pre e rel o e ee r e
o l or e er ll
re l e r e o
Selection of Projects
Pro e o e
l er e ee e P r
l r re e ee e P r
Credits I r l re e r l o o r o o o
constructability reviews
e o r o ro e e
o lo o
Acknowledgments

e o r e
Table of Contents

About this study

Definition of Terms

National Map of IPD

Degree of IPD

Case Studies

Introduction
IPD Motivations

Executive Summary IPD offers many potential advantages over a tradition e e

design-bid-build delivery model, but each team needs to e or r e e o or
determine why IPD is appropriate for them. The workshop schedule, but also may include transactional risk
l o e elo e e o o rofile e e er o inherent to project type, site or other conditions. If
IPD Defi o I their motivations for using IPD. As we follow-up with the risk management is a critical factor, the increased
e o eo e e or e fi communication in IPD may be of particular advantage.
there are certain projects better suited for IPD. For example
the Technical Complexity of the project might be high, 5) Technical Complexity:
IPD Defi o e or therefore requiring earlier involvement of trade expertise. A high degree of complexity will usually demand
Even in this early stage of the study, we have seen teams integration of expertise and require a level of coordination
fi er l re o or oo IPD re e ol that is achievable in an IPD environment.
IPD Motivations e e er er IPD e efi lle e I
some cases, great value has been found in unanticipated The tactics for achieving the goals in each of these
areas. areas may or may not be exclusive to IPD, however, for
projects that have strong motivations in several categories,
Survey Summary Motivations for selecting IPD fall into five categories: IPD may offer an advantage over traditional delivery.
Collaboration and integration can occur in any project
1) Market advantage: delivery method, however, IPD sets up structures that
Choosing to use IPD can give market advantage. IPD make it more likely to occur than not. In particular, study
Selection of Projects
e e fir l le e er e e o o participants noted good collaboration in design-build is raised
market themselves as industry leaders. Improving the to an even higher level in IPD. This improvement can be
delivery may also be a market advantage if measureable credited to a variety of sources, but most cited was the early
Credits results can be attained. For serial owners, savings on involvement of a larger and more diverse set of expertise
one project done in IPD can be leveraged across many areas, including trade contractors.
buildings. The healthcare sector trends show that IPD Several of the cases have developed metrics and have
may become an expected standard delivery method. rel r re l o e re o e er fir eo
Acknowledgments the study, it is too early to begin to draw conclusions on the
2) Cost predictability: successful results of any decisions related to IPD.
All projects would like to meet budget, however, for some The earlier projects, originally documented by Jonathan
the predictability of cost is a notably driving factor. Cohen for AIA/AIA-CC, did not directly request information
e o r e
re r o o or ele IPD r re e r e el
3) Schedule predictability: el l o e IPD rofile or ll e e e
Similar to cost, all projects share the goal of meeting their matrix and so, for the purposes of comparison, interpreted
planned schedule, but for some projects this is a major e er e or o o re e rofile or o e e
factor.
Table of Contents

About this study

Definition of Terms

National Map of IPD

Degree of IPD

Case Studies

Introduction
Survey Summary

Executive Summary This report presents data collected from an electronic 2) Use of a Lean construction system:
e o re r e e fi e I e r e Pro e Del er er ll r er e e eo e 5) Collaborative project delivery:
(IPD) teams as part of the larger case study effort. The construction system has a positive effect on several The perception of a positive effect of collaborative project
goal of the questionnaire was to measure individual team critical areas: sharing project information with all team el er o ro e e fi e re or o o r
IPD Defi o I members’ perception of how IPD tactics affected the desired members, sharing ideas and opinions with team members, party. All parties perceived it as having a positive effect,
behavioral and relational characteristics. o ro e e fi e o e er e o ee o however the contractors (general contractor/construction
have an effect on respect of the participants’ contributions er er e e oll or e el er fi l
Questionnaire Distribution and Response indicated by listening and giving fair consideration to the ore o e e e eer o
IPD Defi o e or e e o re e ele ro ll o fi e e participants’ ideas. e e ee e o l o e o el e
o er e r l ll o l re e ll r e l o er e e o ee e
ller e o el l e o l fi e 3) Co-location: of collaborative project delivery on the quality of design
IPD Motivations er e l e er ree Most surprisingly, an examination of co-location revealed - interestingly, the architects rated this effect to a lesser
e ell e er l fi e o er o e mixed results. Co-location was perceived as positively e ree e ll o er o r r e
sizes varied; therefore some projects may have a sample affecting participants’ ability to communicate with team contractor (general contractor/construction manager)
o l o oo ll o e e l er ll e re o e e er ro o er o r r e e e fi e o e o r or r e e
Survey Summary rates were good, achieving at least 50% on all of the the work process, and their direct interaction with team e eer e
projects. members who work for the other contracting parties.
However, co-location had no effect on participants’ Limitations of the Study
Summary of Preliminary Findings perception of open and effective communication. The imbalance in sample populations (n) between projects
Selection of Projects
l o e fi r e l re e Furthermore, participants did not perceive that co-location within this study and missing data could have skewed the
re o e e o o fi e r r re o (to any degree) had an effect on indirect interaction with re l o ro e fi l o e
interest: effects of 1) IPD contractual principles, 2) use of team members who work for other contracting parties. le el e er l o o e fi ro o e
Credits a Lean construction system, 3) co-location, 4) use of team project to another within the study; it also limits generalization
building facilitators, and 5) collaborative project delivery. 4) Use of team building facilitators: o fi ro eo e o ro e o e
e ollo re or fi o o e e ere ere An examination of use of facilitators revealed mixed study.
not supported; however, those hypotheses that were not results. Team building facilitators triggered a positive effect Analysis of data was primarily descriptive (means,
Acknowledgments supported offer equally important data. Further investigation on participants’ perception of sharing of project information percentages)
is needed about both conditions. with all team members equally, their understanding of Missing data were the result of some variation in the
team members’ roles, and effective communication questions asked of participants and can also indicate an issue
1) IPD contractual principles (multi-party agreement): between team members. However, participants did with understandability of the questions.
e o r e
IPD ro e e er l e efi o r e not perceive a positive effect of a facilitator on how the
o fi ro l o ro e re fi l participants share their ideas and opinions with their Project Specific Data
risk and reward incentives, use of liability waivers, and team members, or team members’ respect of participants’ Detailed questionnaire results for each project can be
fi l r re o ee e o e e contributions by listening and giving fair consideration to found within the matrix under the “Survey Data” category.
perception of trust and respect for project partners. their ideas.
Table of Contents

About this study

Definition of Terms

National Map of IPD

Degree of IPD

Case Studies

Introduction
Selection of Projects

Executive Summary Case projects were selected after applying several

fil er o r e o e I e e er
The survey was sent to all those who had downloaded the
2007 AIA/AIA-CC publication, “Integrated Project Delivery:
IPD Defi o I e e re o e o e e r e or
l el e o e l r or IPD ree e er
individuals responded, 25% indicated they were using or
intended to use IPD on a project. This group was sent a
IPD Defi o e or e o ore e le r e e fi or o
about their project. Since this case study effort was planned
to have several phases, projects currently in their early
IPD Motivations phases of delivery were chosen. A further selection was
e oe re er o ro e rofile ll e
to share information for the study.
AIA/AIA-CC cases were chosen using a very different
Survey Summary ro e re e e e re el ll er o ro e
that had been completed when that report was begun. For
that report, projects were chosen that had been successfully
completed, balanced with a desire to have some diversity of
Selection of Projects geography and project type.

Credits

Acknowledgments

e o r e
Table of Contents

About this study

Definition of Terms

National Map of IPD

Degree of IPD

Case Studies

Introduction
Credits

Executive Summary University of Minnesota Research Team:

e ee e I Pr lI e or
Katy Dale, Primary Author and Coordinator
e o e e r
IPD Defi o I l el e e r r

Caren S. Martin, PhD, Co-author of survey summary/data

IPD Defi o e or Hye-Young Kim, PhD, Co-author of survey summary/data

AIA/AIA-California Council Study:

IPD Motivations AIA/AIA-CC 2010 “Integrated Project Delivery: Case
Studies” was written by Jonathan Cohen, the six projects
documented in that publication have been adapted for
inclusion in this case study matrix.
Survey Summary
Photo Credits:
Autodesk Inc. AEC Solutions Division Headquarters, photo
Selection of Projects by Jonathan Cohen

Sutter Health Fairfield Medical Office Building, photo by

Vance Fox
Credits
Cardinal Glennon Children’s Hospital Expansion, photo by
Sam Fentress
Acknowledgments
St. Clare Health Center, left photo by Jonathan Cohen, right
oo o re o r e eer

e o r e Encircle Health Ambulatory Care Center, photo courtesy of

r e eer

Walter Cronkite School of Journalism, Arizona State

University, photo by Bill Timmerman
Table of Contents

About this study

Definition of Terms

National Map of IPD

Degree of IPD

Case Studies

Introduction
Acknowledgments

Executive Summary AIA: e e Pe ler ro r ol r e

r ll o I e o r e r e Andy Sparapani, HerreroBoldt e er lor r e
AIA Minnesota: Baris Lostuvali, HerreroBoldt Troy Dickson, Howard S. Wright
Beverly Hauschild-Baron, Honorary AIA
IPD Defi o I MERCY Master Plan Facility Remodel UCSF Mission Bay Medical Center
IPD Case Study Advisory Board: Paul Sieben, LeanTrak (owner’s representative) Stuart Eckblad, UCSF
e er I o I Carl Davis, Array HFS Laurel Harrison, Stantec
e e I Christopher Trotta, Array HFS o DP
IPD Defi o e or I Per ll ll o rr re o DP
Jerod Hoffman, MBJ Engineering or rr D r r ll DP
Karie Johnson, AIA, AEC Transformation Patrick Canada, Donley’s
IPD Motivations David Jordani, FAIA, David Jordani Consulting D e o r or eer AIA/AIA-CC Study Participants:
r r r D ro o le er o e l P r er Autodesk Inc. AEC Solutions Division Headquarters
Dan Murphy, MBJ Engineering e e er o e I r e l l er o
De l e I P Kenneth Beck, Lake Erie Electrical Building Companies
Survey Summary P o or e re e o r r e e e r e le r l
e o I Sutter Health Fairfield Medical Office Building
Lawrence & Schiller Remodel er er e o l e l o o r e
University of Minnesota, College of Design: e e r fiel e I er or I o e Architects and Engineers, Builder: The Boldt Company
Selection of Projects
Caren Martin, PhD, Associate Professor (survey consultant) ol o ro
Hye-Young Kim, PhD, Assistant Professor (survey consultant) Mark Luke, Mark Luke Construction Cardinal Glennon Children’s Hospital Expansion
SeonMi Choi , PhD, (survey data analysis) Aaron Kruse, Mark Luke Construction er e l re r e r er I P
Credits ere r o er o r e eer r I l er l er o r or I
University of Melbourne, Faculty of Architecture Building Dave Johnson, Baete Forseth HVAC
& Planning: ro e e er e l St. Clare Health Center
Professor Paolo Tombesi (workshop consultant) Tom Smithback, Electrical Supply Co. er e l re r e r e
Acknowledgments Engineers, Builder: Alberici Constructors
IPD Definition and Project Profile Workshop Participants: SpawGlass Austin Regional Office
Tu-Anh Bui, LHB P r ll l o r or Encircle Health Ambulatory Care Center
ll o r o r er l o r or er r le e l o o e o e re
e o r e
Mike Hara, Target r rr o l o r or e e e ro r e r e
ere e or o Per ll o o re r e and Engineers, Builder: The Boldt Company
Po r rre o o r e
Pauv Thouk, Julie Snow Architects oore r e Walter Cronkite School of Journalism, Arizona State
University
University of Minnesota Study Participants: Edith Green Wendell Wyatt Federal Building er o P oe er r o e
Cathedral Hill Hospital Modernization University, Design Architect: Ehrlich Architects, Executive
Dave Kievet, Boldt P r er e o r e D r e re l er o r o
P l e er errero ol Do le o r e
Table of Contents

About this study

Definition of Terms

National Map of IPD

Degree of IPD

Case Studies

Introduction
Resources

Executive Summary AIA/AIA California Council. (2007). Integrated Project Architecture from the Outside In. New o e P or o o
Delivery: A Guide. e r e e ro e er I e York: Princeton Architectural Press. the Underpinnings of Theory. Building Research and
of Architects website: [Link] Information.
I Harness, S. (2008). 2008 AIA Documents Advance the Use
IPD Defi o I of BIM and Integrated Project Delivery. e r e e ro e e le r er I e r e Pro e Del er
AIA California Council. (2007). Integrated Project American Institute of Architects website: [Link] IPD Pro e r e o e P el e
Delivery: A Working Definition. e r e e ro org/contractdocs/aiab081437 o r o l Pro e Del er r ee
e IPD Defi o Pr e P Facility Care. r r l e r e e ro
IPD Defi o e or
Herman Miller. (2004) Quantifying and Fostering [Link]
r er o rr l o Organizational Effectiveness. e r e e ro
A conceptual and empirical framework for the social [Link]/quantifying-and-fostering-organizational- Xiao, Y. (2005). Artifacts and Collaborative Work in
IPD Motivations distribution of cognitive systems. Cognitive Systems [Link] Healthcare: Methodological, Theoretical, and Technological
Research. o o Implications of the Tangible. Journal of Biomedical
PP I Integrated Informatics o
Cohen, J. (2010). Integrated Project Delivery: Case Studies. Project Delivery for Public and Private Owners. e r e e
Survey Summary e or or I I l or o l e r e e ro e from the American Institute of Architects website: http://
American Institute of Architects website: [Link] or o e I re e
about/initiatives/AIAB082049 I
Selection of Projects
Do e r o lD o Novitski, B.J. (2008) New AIA agreements support
in BIM-Enabled Commercial Construction. Journal Of integrated project delivery. Architectural Record, July.
Construction Engineering And Management, e r e e ro r re or o r o o
Credits o practice/projdelivery/[Link]

El Wardani, M. (2004). Comparing Procurement Methods for Qureshi, S., $ Keen, P. (2004). Activating Knowledge
Design-Build Projects. e l e or o ere e through Electronic Collaboration: Vanquishing the
Acknowledgments from Penn State, Computer Integrated Construction Knowledge Paradox. I e or er e
e e r Pro r e r e e LIS).
l o re or
o e D rr o D e D
Resources
ere o D r e o o ere (2010). Managing Integrated Project Delivery. e or or
the Cognitive and the Social Merge. Social Studies of Construction Management Association of America CMAA).
Science. 33(2), 301-10.
Table of Contents

About this study

Definition of Terms

National Map of IPD

Degree of IPD

Case Studies

Definition of Terms Helpful Links

A3 Target Value Design AIA Center for Integrated Practice
A one-page (11x17) report form that guides problem solving l e e e r e o e e ro efi o [Link]
and decision making. The A3 includes the background, through construction to assure that the facility is designed
problem statement, analysis, proposed corrective actions within budget and meets the operational needs and values AIA Programs & Initiatives: Integrate Practice –
(and the action plan), and the expected results, often with of the users. The process goal is to increase value and Integrated Project Delivery
graphics. eliminate waste (time, money, human effort). or o e I re
e I
Last Planner System Visual Management
A collaborative, commitment-based planning system that Production activities, plans, schedules, measures and Lean Construction Institute
integrates multiple elements (pull planning, make-ready performance indicators are displayed in plain view. This [Link]
look-ahead planning with constraint analysis, weekly work assures that the status of the system can be understood
planning based upon reliable promises, and learning) at a glance by everyone involved and actions taken are in Center for Integrated Facility Engineering
o ro e re le or o o r o support of system objectives. [Link]
commissioning of projects.
Source for Definitions
Lean Construction o ell LCI Lean Project Delivery
Lean Construction extends from the objectives of a lean Glossary. Lean Construction Institute: Building knowledge
production system– maximize value and minimize waste. It in design and construction. e r e e r ro
e e fi e e e Pl er e [Link]
Target Value Design, and applies them in a building project
delivery process. Acronyms
AIA American Institute of Architects
Plan Percent Complete BIM Building Information Modeling
Calculated as the “number of assignments completed on CIFE Center for Integrated Facility Engineering
the day stated” divided by the “total number of assignments CM Construction Manager
made for the week”. e er l o r or
P r ee Pr e
Reliability Metric LCI Lean Construction Institute
The extent to which a plan is an accurate forecast of future LPS Last Planner System
events, measured by Percent Plan Complete. Example: If IPD Integrated Project Delivery
o r ee l or l e PP e r el PPC Plan Percent Complete
re o le o rele e o o e re re e e TVD Target Value Design
as weekly assignments. VDC Virtual Design and Construction
Table of Contents

About this study

Definition of Terms

National Map of IPD

Degree of IPD

Case Studies

SEPTEMBER 2010 AIA SURVEY OF PROJECTS Survey done for the AIA/AIA-MN/UMN 2011 IPD Case Studies
[Link]/ipdcasestudies2011.
NOW USING OR PLANNING TO USE AN IPD AGREEMENT Map drawn by Kai Salmela under the direction of Renée Cheng, University of Minnesota

80,000 sf 9,000 sf 125,000 sf 450,000 sf 63,000 sf 4,000 sf 340,000 sf 300,000 sf 20,000 sf 44,352 sf
Bellevue, WA Pasco, WA Bellevue WA Pocatello, ID Central City, NE Sioux Falls, SD Madison, WI Madison, WI Concord, MI Fint, MI
$50-100 million $5-10 million $25-50 million $50-100 million $10-25 million < $5 million > $100 million > $100 million < $5 million $10-25 million

620,000 sf 500,000 sf 80,000 sf

200,000 sf 20,000 sf
Issaquah, WA Chicago, IL Flint, MI
Cedar Rapids, IA Minneapolis, MN
> $100 million > $100 million $25-50 million
$25-50 million < $5 million
500,000 sf undisclosed size 100,000 sf
Portland, OR Rocky RIver, OH Beachwood, OH
> $100 million $50-100 million $10-25 million

82,000 sf
Davis, CA
undisclosed size
$25-50 million
Sacramento, CA
> $100 million
800,000 sf
San Francisco 80,000 sf
> $100 million Fishkill, NY
$10-25 million
3,000 sf
400,000 sf
El Cerrito, CA
Lancaster, PA
< $5 million 900,000 sf $50-100 million
San Francisco, CA
> $100 million 26,000 sf
Fairfax, VA
250,000 sf
< $5 million
Oakland, CA
> $100 million 14 miles; 50+
PROJECT TYPES
900,000 sf bridges
Healthcare San Francisco, CA Alexandria, VA
> $100 million $100 million +
Higher Education

K-12 Education 6000 sf

82,000 sf Bedford, VA
Residential 55,000 sf Barstow, CA < $5 million
Newport Beach, $25-50 million
Gov’t/Civic 15,000 sf 10,000 sf 66,000 sf
CA 68,000 sf
Tarzana, CA Stafford, TX Saint Peters, MO
Office $25-50 million Carmel, IN
$5-10 million < $5 million $10-25 million $25-50 million
Transportation
Retail 55,000 sf 260,000 sf undisclosed size 9,000 sf 220,000 sf 610,000 sf undisclosed size 154,000 sf 781,000 sf 114,000 sf
Goleta, CA Los Angeles, CA Pasadena, CA Palm Desert, CA Golden, CO Fort Riley, KS Arlington, TX Peoria, IL Owensboro, KY Bamberg, SC
Other $50-100 million
$10-25 million $50-100 million > $100 million < $5 million > $100 million $50-100 million $25-50 million > $100 million $10-25 million
Table of Contents Overview Legal and Commercial Managment Social Workplace and
Strategies Strategies Strategies Technological Strategies

Collaborative decision making

About this study

Integrated project insurance

Interactive artifacts (Smart

board, visual mgmt. tools)
Mutually defined/aligned

Inegrated team structure

Project Cost ($ millions)
Definition of Terms

Team Size (individuals)

Implementation Tools
Intensified planning/

Early Involvement of

Networked sharing /
Multi-party contract

Financial Incentives

Fiscal Transparency
Shared risk/reward

Strong Leadership
Building Size (sf)
National Map of IPD

Liability Waivers

communication
Location (state)

team building
Market Sector

project goals
tied to goals

Co-location
key players
Degree of IPD

(i.e. Lean)

BIM
Case Studies

Cathedral Hill
Health CA 123 858,000 1028.5
Hospital

er Pl
Health OH 60 94,439 19.4
l e o el

re e ller
Office SD 10 7,000 .5
e o el

l
Office TX 16 15,370 2.8
e o l fi e

ree e ell
Office OR 114 525,421 123.2
Wyatt Federal Building

Autodesk Inc.
Office MA - 55,000 13.4

er e l rfiel
Health CA - 69,948 19.5
e l fi e l

r l le o l re
Health MO - 138,000 45.6
Hospital Expansion

St. Clare Health Center

Health MO - 430,000 157.2

Encircle Health Ambulatory

Health WI - 157,000 38.6
Care Center

Walter Cronkite School of

Edu AZ - 230,000 72.1
Journalism

UCSF Mission Bay

Medical Center Health CA - 878,000 1300.0
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital
Case study information is presented in a matrix view, encouraging the
l
er Pl
e o el reader to navigate in a variety of ways. Users can compare projects by
re e ller
loo e ol o o rr e or loo ro ro e r l r
e o el
strategies. By intention, this study focused on the activities that lay the
e o
l
l fi e
foundation for IPD, including hard-to-quantify aspects of building trust,
ree e ell
transparency and creating a collaborative culture. Even in these early
Wyatt Federal Building
stages, it’s clear that management and social strategies become inextricably
Autodesk Inc.
linked to the legal/commercial strategies, which then are carried through in
er e l rfiel
e e ro e l e l r e e er e o r e o e elo
e l fi e l
e e e re le r e re e or o l e l
r l le o
Hospital xpansion
l re in many areas, crossing several matrix categories. While the matrix may
appear to compartmentalize issues that should be interwoven, we hope that
St. Clare Health Center
the embedded cross linkages can serve to tie the narrative together while
Encircle Health Ambulatory
Care Center
keeping the clarity of comparing like information.
Walter Cronkite School of
Journalism

UCSFHospital
UCSF Mission Bay
Expansion
Medical Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
At a Glance

Survey Data

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description Project Characteristics Project Delivery Experience

er Pl P Cathedral Hill Hospital P I P I P P

l e o el I San Francisco, CA D I
P I P I BID 75%
I DI P Healthcare BUILD
re e ller Single Multi-party Contract –
e o el I PI D P I
D I
53%
BUILD
l or P fi e l e er
er e l fil e I I
l
e o l fi e I ro I IPD 25%

HerreroBoldt – A Joint Venture

ree e ell P P I IP D
P August 2007
Wyatt Federal Building
P I March 2015
This chart illustrates the number of projects survey participants have
Autodesk Inc. worked on since the year 2000 for each delivery model. Since IPD is
relatively new, it’s not surprising that the majority of participants have
not worked on more than 2 IPD projects. This chart also identifies the
relatively experienced teams, those with at least some participants who
have worked on more than 2 IPD projects.
er e l rfiel
e l fi e l Building Size 858,000 sq. ft.

r l le o l re
Hospital Expansion

St. Clare Health Center

Project Cost $1,028,533,446

Encircle Health Ambulatory $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
Care Center $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
Walter Cronkite School of
Journalism
Schedule 55 months design 48 months construction
UCSF Mission Bay
Medical Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Description
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Project

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description
P Cathedral Hill Hospital I ro e o o e or
er Pl
l e o el I San Francisco, CA P o e e e le el o l
to house 555 beds, under the condition that they enter
I DI P Healthcare into Sutter’s version of a multiparty contract, Integrated
re e ller Single Multi-party Contract – or o ree e I l o rel el e o IPD
e o el I ro e er l o e r e o l ere
ere e r e ro e or l er ro
l or P fi e l e er
er e l fil e committed, Sutter brought in the contractor HerreroBoldt,
l and immediately thereafter, primary trade contractors were
e o l fi e I ro I engaged.
HerreroBoldt – A Joint Venture Construction was originally scheduled to begin in
ree e ell 2010, however due to entitlement challenges with the city,
P August 2007 construction was put on hold. This added two years to the
Wyatt Federal Building
P I March 2015 e e e e l o IPD e le e e o
slow down the pace of production without claims or added
Autodesk Inc. e or er o e o er e o r e ere e ro
e e ler o e ler o er
I l or P fi e l e er P
a longer period of time. The focused effort with fewer people
eofil er e l re e r e re fir
actually resulted in a higher productivity rate, likely due to
er e l rfiel ro o e re o e e
the continuity of team members and intimacy of the team,
e l fi e l consolidation of two acute care facilities on one of CPMC’s
o e e e fi e e o oor l r e
existing campuses. There were concerns about maintaining
team. The additional time also allowed the team to more
operations during expansion, so in 2002 when a property
r l le o l re fully coordinate the drawings prior to agency approval, an
became available within the San Francisco metro area that
Hospital Expansion o or e o fi l re e fiel e
was well suited for a new medical center, CPMC reconceived
and subsequent agency review. At the time of follow-up,
the project as a new hospital facility, the Cathedral Hill
construction was anticipated to begin in April 2012.
St. Clare Health Center Hospital. After several years of planning, the project ran into
budget and entitlement timing concerns and was put on hold
in 2005.
At this time, Sutter began to broadly address problems
Encircle Health Ambulatory of budget and schedule overruns occurring in many of their
Care Center projects, eventually adopting Integrated Project Delivery and
Lean Construction as their new method of project delivery.
Walter Cronkite School of
Journalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Profile

Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

IPD

BIM
Cathedral Hill
Hospital IPD Profile
Market Position
er Pl
l e o el

re e ller
Technical Cost
e o el Complexity Predictability

l
e o l fi e

ree e ell won since this experience are smaller projects that employ to entitlement delays with the site and they are not in
Wyatt Federal Building only some IPD tactics such as co-location and collaborative o r o ee l o o o fi l IPD
Schedule
Management Predictability relationships. has allowed the team to design the production delivery. They
re r o e ro e e fi e o le
Autodesk Inc. Cost Predictability was Sutter’s primary driver for using IPD e ll fi l re e e e fiel
Initial Motivations
Per e e o e as a company. Enterprise-wide they were highly motivated make the schedule much more predictable
to keep project costs reasonable. Perceived Benefit: The
team has tracked metrics and found that the owner has Reduced Risk was a major motivator for the owner to
er e l rfiel
Market Position was not a motivator for the owner. e r e Io e o e e e o l shift to IPD. Sutter realized that their capital investments in
e l fi e l
o e er l or P fi e l e er re e design to bring trades on early. They provided valuable construction could be better protected from risk with IPD.
market by making IPD a requirement for the commission. ongoing cost estimating as part of the Target Value Design Perceived Benefit: IPD fi l ro e r
r l le o l re For the architect, this project allowed them to enter the process. between trades and eliminated contingencies.
Hospital Expansion IPD arena. For the constructor, a new joint venture was
or e e fi ll or ro e Perceived Outcome: Schedule Predictability was an important driver of using Technical Complexity was not a primary motivator for
Both the contractor and architect have noticed increased IPD because of several critical variables bearing on the the owner to pursue IPD. Although a hospital is a complex
St. Clare Health Center market opportunities due to their experience with IPD. project. California instated a 2013 deadline for meeting building type, the owner has experience achieving complex
The contractor started using principles of IPD and Lean e e re rofi re re e l or e projects with traditional delivery. Perceived Benefit: IPD
Construction prior to this project and had a hard time selling e e ll e o le o e l llo e e e o e o er fi e le el o e l
it to customers. Now more owners are becoming aware of and permitting process in San Francisco will make that on a highly complex building type. IPD was a change for
Encircle Health Ambulatory
IPD loo or fir e e er e e e efi e l e fi l o ee rre l e or P the architects, who, on other delivery types would be on the
Care Center
o r or or e r e e r fir IPD demand investment to keep them functional, creating outside trying to defend the design from changes made in
ro e e e ee fi e efi ro o l fi l e e o o le e e e l detailing phases. The architect felt the technical aspects of
Walter Cronkite School of ro e l o o oll or e ro e e fir quickly. Perceived Benefit: This project is on hold due e ro e e e efi e ro e e r o
Journalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection
Data

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Survey

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Survey Data: n = 64 Multi-party Agreement Liability Waivers
This project used a multi-party agreement, see Contract. This team had waivers on liability, see Liability. This
le o r e r ere re e r fir r e o ell o e o e e
er Pl
e ere o l r ree e ere re of participants unsure and 10.3% incorrectly answering that
l e o el
Also important to note, 12.5% responded incorrectly that the ere ere o l o l l l o r ere
ro e o e l r ree e e aware of this strategy and were broadly distributed among
re e ller who were aware, they perceived that the contract positively contract parties. They perceived that the liability waivers
e o el e e e ere o ee e e e o el e e e ere o ee e
effect) their trust and respect for project partners. e ee e er r re e o r e o er
e ere o re e ro e l contracting parties.
l r ree e re re e e o r or r e e or o r ere re o
e o l fi e er Executive - 14.1%
re re e e eer e er ll o e re ere strategy and primarily represented the contractor (trade,
o r or Senior Manager - 18.8%
Architect - 4.7% Project Manager - 23.4% lower level positions including project production/technical or e eer e
Engineer - 17.2% Associate Professional - 9.4% or fiel l or er owner (5.8%; note this represents 100% of the owners
ree e ell o r or r e Assistant Professional - 4.7%
The 12.5% of participants that incorrectly answered surveyed). The 10.3% of participants that incorrectly
Wyatt Federal Building Developer - 0.0% Production/Technical Staff - 20.3%
er fi e r e represented the contractor (trade; 75%). Surprisingly, of answered there was no limits to liability represented the
er those that incorrectly responded, 87.5% were at or above o r or or r e e e re l
Autodesk Inc. BIM Experience the project management level (Executive 37.5%; Senior indicate these questions were unclear or the limits to liability
BIM was implemented to an advanced degree, see BIM. er Pro e er e were not well understood among the participants, regardless
Model management was shared by the architect and the many represented trade contractors, it could be that these of contract party or job level.
contractor. Participants that interact with BIM in a technical re re e e ere o l e e r I
er e l rfiel there is no data to verify that possible [Link] Fiscal Transparency
way represent 39.1% of participants; the majority are
e l fi e l fi l o e l o o o o e ro e fi ll r re e ee o r
o r or r e or ollo e
by architects (12%). Most were production/technical staff larger team, particularly to the trade contractors. parties, see Transparency, and widely displayed visual
r l le o l re (40.0% this includes detailers and trade coordinators) or metrics of cost targets throughout the workplace, see
Hospital Expansion ro e e e e l l e e l Risk/Reward Implementation r e e o
distributed between participants self-identifying as expert This team had a shared risk/reward pool on this project, r ere re o e fi l r re le
ability, intermediate ability, and fundamental ability. see e r . An overwhelming majority of participants ere o re ere orre l
St. Clare Health Center were aware of this strategy, with 94.8% aware, only 5.2% ere o fi l r re e ere
Previous Experience not sure, and none answered incorrectly. This indicates aware of the transparency, the majority represented the
Participants overwhelmingly indicated (92.2%) that their that this strategy was widely and effectively communicated, o r or or r e e
organizations had previous working experience with each more than any other contractual term. Survey participants er e e e r e o e o ee e e
Encircle Health Ambulatory ere o ee e e ee e o er r
o er r er ore o l re o l perceived that the shared risk/reward incentives positively
Care Center respect towards the other contracting parties.
worked with other team members. This past experience e e e ere o ee e e e
was likely a factor in organizations’ willingness to embark on effect) their trust and respect for project partners. e o r ere re o
Walter Cronkite School of an integrated, collaborative delivery model, still a very new strategy, the majority represented the contractor (trade,
Journalism model with several unknowns. or ollo e e eer
architects (18.8% each).

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Contract
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Contract

er Pl Single Multi-party Contract Relational Expectations

l e o el I e r e ree e or e Pro e Del er e ree e l e o e o l e efi e
e ee er r e l o re erre relational and behavioral expectations, for example Article
I e r e or o ree e I 3.3 Trust states, “Parties shall work together in the spirit of
re e ller oo er o oll or o l re e or e e efi
e o el Contract Issued of the Project.”

Social Strategies
l l r e ro or o o e I efi e ool
I l or P fi e l e er P e
e o l fi e tactics to achieve relational expectations and processes
e e o o e I e r e or o ree e I
to deliver the Cathedral Hill Hospital in San Francisco. to perform the design and preconstruction work. Many
ree e ell By then, Sutter was fairly experienced with IPD and Lean of the tools implemented on this project were based on
Wyatt Federal Building o r o o le e e rfiel e l fi e Lean Construction practices, such as reliable promising,
o e r e ore rfiel er e o e pull-based design production, Target Value Design, and
I ree e re e or e or e ll the Last Planner System. Meeting frequency requirements
Autodesk Inc. Lichtig, see more in er e l rfiel e l fi e ere le rl efi e or e ore ro ee e e
Building eI e o ro e e r l ll level leadership, as well as their responsibilities in terms
o l e ol e o re o e rfiel ree e of developing work procedures for leading the Integrated
r l rl refi e efi o o re r re r er Project Delivery Team.
er e l rfiel
D e o e e le e el eI re e o e
e l fi e l
late 2011, again revising the shared risk/reward terms to
re e r er e ol o o er I ee e r .
r l le o l re eI re e oll or e o er l
Hospital Expansion er rel o l e e o e eo e fi
implementation processes, such as Lean Project Delivery
tools, to support the relational expectations.
St. Clare Health Center
Commercial Terms
e er I l e ell o oll or e
Encircle Health Ambulatory commercial terms such as: shared risk/reward, performance
Care Center incentives, compensation incentives, waiver of liability, and
llo e or er o rolle I r e Pro r
IP or ro e e fi r e
Walter Cronkite School of
Journalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
Goals
Case Studies

BIM
Cathedral Hill
Hospital Goals

er Pl According to this team, one of the most critical

l e o el components of goal development and alignment on an
integrated team is having an actively involved owner.

re e ller Goals
e o el The process started with the list of owner’s
design goals:
elle e l l re
l o
e o l fi e o er e
P e o
ree e ell l ol e e e e
Wyatt Federal Building Pr e roo

e ro e e ol e e o er e fie e er l
Autodesk Inc. additional items they wished to add, the team referred to
these as Value Added Items and tracked them on a separate
budget line since they were not planned or funded in the
original program or estimated maximum price. As the
er e l rfiel
team reduced costs through collaboration, innovation, and
e l fi e l
coordination, they were able to include some of the value
added items the owner desired, see Culture or e fi o
r l le o l re saving innovations.
Hospital Expansion
Communication and Alignment
These goals were clearly communicated to the integrated
St. Clare Health Center team. Active involvement from the owner helped to reiterate,
on an ongoing basis, what was of greatest value to them.
Additional reminders were printed at large scale for posting
ro e lo o ro e o lo e o fi e e
Encircle Health Ambulatory
posters acted as a constant reminder of client expectation to
Care Center
the team.

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Risk/Reward

Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Risk/Reward

er Pl eI e l e r ool e r e the same time, the architect believed that the risk/reward
l e o el r r e o l r r r e incentives were not the primary motivator for team members
contractors were bound to. In this case, the IPD team to successfully collaborate and take ownership of the project.
members participating in the pool put a percentage of their e el e fi l e e r rl o or
re e ller rofi r o r ll o o err or o er ro e e fir e e e or P le el
e o el liabilities if any occurred. As a positive incentive, this pool
would provide payments if the team achieved actual costs
below the estimated maximum price.
l
e r e l e o er
e o l fi e
re o r o o r o fi e ee rofi r
the time the contract was executed, the following additional
ree e ell r e ere l e e Pool IPD e
Wyatt Federal Building Architect’s Consultants: Degenkolb Engineers (structural),
l er I ele r l e o eer
ro I P
Autodesk Inc. r e o r or o e le r ele r l o l
Industries (mechanical), Charles Pankow Builders, Ltd.
(concrete)
In late 2011, the team went through a process of
er e l rfiel
re e o erI o e o e e
e l fi e l
er le e e re e I ro e e
o e re o er e o er r I
r l le o l re was the elimination of risk sharing and incentives for
Hospital Expansion pre-construction. Instead of putting 25% of preconstruction
rofi r e e o o r o rofi
risk model.
St. Clare Health Center e e re o o e er rofile or l
fi l er or e e r e
however, is concerned that these changes will negatively
Encircle Health Ambulatory affect the target value design process. With the original
Care Center model, the team was incentivized to reduce costs below the
estimated maximum price during the design phase. The shift
to construction-phase-only incentives may result in the team
Walter Cronkite School of holding onto cost savings ideas until construction starts. At
Journalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Liability
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Liability

er Pl er I r le e l l l l l e ee eo o o o fi e l o le
l e o el ll Pool IPD e e er ee e r ) and mediation procedures using a third party mediator. The cost
the owner. Any liabilities that arise related to the agreement, of such would be borne by only the parties in dispute. If the
or or ro e o l e fie e l el ro e claim reaches an “unresolved impasse,” the parties have
re e ller Pool o e o o e el o o the option of pursuing the “legal and equitable remedies
e o el e fi r e rel e o o l el l e available to them.”
arising out of willful misconduct or intentional abandonment.
Furthermore, the agreement protects the architect and
l
architect’s consultants if a government agency requires
e o l fi e
them to over-stamp a sub-contractors equivalent of a shop
drawing. The contract states, “neither the Architect nor
ree e ell Architect’s Consultants shall assume any responsibility
Wyatt Federal Building and/or liability for authorship or technical aspects of those
documents.”

Autodesk Inc. Dispute Resolution

Should any claim arise in connection with the agreement,
the Parties, including all consultants and sub-contractors, are
re re o ollo e e re ol o ro e re efi e
er e l rfiel
r le o eI e e re ol o ro e re e
e l fi e l
out rigorous internal review processes following submittal
o o e o Po e l l o e ore ro r e
r l le o l re o er r e o l ol e l ee
Hospital Expansion and attempt to resolve the issue through reasonable
negotiation. If unresolved, the Claim would be elevated to
e ore ro e o e or e er o e or
St. Clare Health Center e ol er I e ore ro o re re ol o e
Claim elevates to the Senior Executives of each respective
organization, who would meet, exchange information,
Encircle Health Ambulatory discuss candidly and reach a reasonable compromise.
Care Center Before entering non-binding mediation, an independent
expert would be brought in to review the Claim, the cost of
o l e re o e ore ro e er
Walter Cronkite School of Should the internal process not result in resolution, any party
Journalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Insurance
e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Insurance

er Pl At the time this case study was conducted, the Cathedral

l e o el Hill Hospital IPD Team was still determining how the project
e fi r e o l e le ro e ll e o e
o e fir o e r e ro e e e fi ll
re e ller for Integrated Project Delivery. Two major insurers visited
e o el the project site to familiarize their understanding of the
processes and will be presenting IPD insurance options to
the team in January 2011.
l
e er l l Pro e o l l r e
e o l fi e
required for the architect and the architect’s consultants.
e o r re re r r e o e er
ree e ell oe o e e e ll e IPD e fi
Wyatt Federal Building insurance product. It is yet to be determined if this will be an
owner or contractor controlled policy.

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Leadership
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Leadership

er Pl Champion between the project participants and ensuring that decision o fi e er or ere o r e ee
l e o el er makers on the owner’s side are available as [Link] cluster groups. In preparation for construction, leadership
e o ere efi e o er ol e e e requested cluster group leaders coordinate one set of
or e ro e l e e l l o e e fie graphic conventions so that a viewer could immediately
re e ller Team Structure as desirable by the owner but not previously budgeted). The comprehend the status of each team and the project as a
e o el ore ro team realized they needed more input at the user group whole, a rule referred to as “30 seconds at 3 feet.”
l er ro le el e fi ll l l o er o o e er r or e o e Boldt, with their extensive experience and history with
items. The owner addressed this by bringing a representative the Lean Construction Institute and real commitment to
l from hospital operations onto the project team. continuous learning, served as a mentor to educate the
l or P fi e l e er P fil e o
e o l fi e Leadership was further distributed into a series of Cluster I e r e Pro e Del er e o e e fi ll ol
Sutter Health, a large healthcare owner that has pioneered
IPD since 2005 (see Contract). Sutter and Boldt have ro re er l r ro o r e o appointed one individual as the Value and Lean Process
ree e ell experience with IPD and Lean Construction. Together they r e e eer r e r er l er ro Manager, responsible for incorporating Lean Construction
Wyatt Federal Building have been championing the process on this project team, ere e o e fi e re or e le practices into the IPD Team. This individual trained team
although the owner primarily operates at the executive (Core structural, exterior, interior, and medical equipment. Each members in Lean practices and task management tools
ro le el cluster was responsible for designing their assigned segment ro re l r o ro ll e e er
Autodesk Inc. er ol e e o eo e e ere e e ee within the Target Value (see Implementation and regardless of experience level, participated in these groups.
IPD and design-build, see o l . The owner’s ongoing input Early Involvement) using whatever resources required.
was critical to inform the team of items most valuable to
them as the team went through the process of Target Value Champion
er e l rfiel
Design (see Implementation). o e ree r e o er r e
e l fi e l
championed the integrated delivery process in different
Team Structure e er o e ore ro o o ll ro e o
r l le o l re efi e e I e r e or o ree e I l er ro ee o o er e e ro e o er
Hospital Expansion e ore ro ro e r r le er e ore suggestions. In the beginning of the project, Sutter’s Facility,
ro o e o e or re re e e ro er Planning, and Development (FPD) representative regularly
e l e fi ll ro er o o l Pl attended the Target Value Design and Last Planner meetings
St. Clare Health Center and Development – referred to as the FPD), California to help coach people through the cultural and behavioral
P fi e l e er o er ro r e expectations of IPD and Lean.
errero ol e ore ro re o le After several years of working together, the team’s culture
for project coordination, management and administration did not need extensive oversight. However members of the
Encircle Health Ambulatory
consistent with principles of Lean Project Delivery. Sutter’s ore ro o e oe e e e o o
Care Center
representative from their FPD division facilitated and date of progress and to observe team performance, making
oor e e e o e ore ro P adjustments and improvements when needed. For example,
Walter Cronkite School of representative was responsible for coordinating activities leaders noticed that visual metrics were prevalent around the
Journalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals

Firm
o l
Case Studies

BIM
Cathedral Hill
Hospital Firm Selection

er Pl Architect healthcare projects and Lean Construction and had a interviewed by a cross section of the IPD Team, including
l e o el ro o e o e fir or ll o r e long-standing relationship with Sutter. o eo e ro e e fir e o l
l or P fi e l e er P or e or l the owner and other trade partners. These team members
Cathedral Hill Hospital design. That project was put on hold Design Consultants ro e e r re o e o o e ore ro o
re e ller and restarted 2 years later using Sutter’s Integrated Form of Many of the design consultants working on the original e e fi l ele o
e o el ree e I e o ro e er e e renovation project carried over to the Cathedral Hill Hospital The most highly prized characteristic was the willingness
with CPMC, the architect and several of their consultants project. For consultants, previous experience in IPD or to collaborate. This was particularly critical for this project
were invited back to work on the restarted Cathedral Hill pre-qualifying their ability to collaborate was secondary to since full participation by trades was required during the
l the continuity gained by building on previously established Target Value Design process and there was no intention for
Hospital project.
e o l fi e goals, values and ideas. A few consultants were not any hard bid or lump sum sub-contracts.
e r e o er e ro ee
trending away from the traditional design-bid-build to comfortable with the collaborative process set forth for
ree e ell alternative delivery models. They discovered that the IPD Cathedral Hill and declined to participate. All consultants
Wyatt Federal Building arrangement used in this project is far superior to the other that committed to the project went through the Study Action
delivery models and they intend to identify appropriate ro r oe e e e lo o o IPD
clients who agree to work this way in the future. They found Lean Construction.
Autodesk Inc. that the team relationship formed through the IPD process
allows for a better design process. Trade/ Sub-Contractor
In contrast to the selection of the design consultants, trade
Contractor (CM/GC) partners (or sub-contractors) were subject to a thorough
er e l rfiel
Sutter and Boldt both studied IPD and Lean Construction ele o ro e e fi ll r e e r oll or e
e l fi e l
for over seven years and had formed key relationships experience or demonstrated ability to collaborate. Three
through that mutual interest. Furthermore, both entities have primary trade partners who had established relationships
r l le o l re strong relationships with the Lean Construction Institute and with Boldt were brought onto the project very early. Each
Hospital Expansion le ll r e re or l re e had already incorporated Lean Construction practices into
Boldt was well aligned with CPMC and Sutter’s values and their organizations and demonstrated willingness to pursue
goals for the project. Integrated Project Delivery.
St. Clare Health Center errero ol o e re fir e ee errero An extensive and collaborative review process was used
Contractors Inc. and The Boldt Company. The two o ele o l r e r er l er ro e er e
contractors formed this partnership in response to the e ll o oe l r e r er e
e r l ll P errero o r or lo l fir re l fie el e ore re e o e ore ro
Encircle Health Ambulatory
l r e r o r e fi e o e e re l fie fir ere re re o re o o
Care Center
e e e l Pl De elo e PD P re e l e rofi r or o
requirements, while Boldt is experienced in large-scale as well as their experience with or willingness to be a part of
Walter Cronkite School of e r e ro e el er ro e or l e fir ere
Journalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Team
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Team Selection

er Pl According to the contractor, the type of individuals they

l e o el selected were innovative thinkers with an entrepreneurial
spirit and an element of leadership. Because everyone on
e e e l o e e e e o fi e e
re e ller to offer input was crucial. A “top down, central command
e o el approach does not work on this project,” so along with the
characteristics above, a humble and collaborative style was
just as important. In an IPD project, there is a great deal of
l
uncertainty and each individual has to have the ability to
e o l fi e
adapt daily, sometimes following and sometimes taking
the lead.
ree e ell The architect formed a team with a variety of experience
Wyatt Federal Building levels and technical abilities. They felt there was no special
experience or skill requirements unique to IPD since the
process provides excellent opportunities for mentorship and
Autodesk Inc. learning at all phases. They did however observe that IPD
was a challenge for individuals who have been practicing
a certain way for many years. Shifting their familiar roles
and responsibilities to take input from non-designers was
er e l rfiel
uncomfortable for some.
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Planning
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Project
Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Planning

er Pl Resources Referenced Budgeting Team Effort CA would be completed with the fee remaining. In that
l e o el er e e IPD e e er er r o or o o re er er scenario, there is incredible pressure on the architects
r o o fi e e ll e e el e o e le e and consultants to put more people on the job at the
er e l I challenges. Additional time during preconstruction was documentation production stage.
re e ller Lean Construction Institute compensated based on time and materials, consistent with ro e o e er e e r e e ree e
e o el e er o eI best way to save money on this project is to spend money
Compared to a traditional project delivery, there is a r el e or e or ro e o e fi l or on the architects and engineers and the rest of the team to
great deal more time spent planning out the process in IPD. e r e ro e o l e or be working on those documents.” Team members observed
l assumed, while it would be more than traditional delivery, it that early and continued involvement by consistent team
Because IPD was new for a large number of individuals
e o l fi e might be similar to design-build. Based on the bell curves of members reduced the number of handoff points, thereby
on the team, the project moved intentionally slow in the
beginning. This allowed team members to develop and learn effort often cited for IPD projects, they expected most of their maintaining project knowledge and reducing disconnects
ree e ell new processes while getting to know each other. There was effort to be expended during schematic design and design between designers and contractors.
Wyatt Federal Building a great deal of time spent on planning before design work development before handing off much of the work during Another difference on an integrated project is the
began. construction documents to the contractor and trade partners. investment in process management staff. This project
re l e o ro e e er e e With this IPD project, effort required in the early phases was employed individuals at multiple leadership levels to manage
Autodesk Inc. IPD and Lean Construction by Sutter, Boldt and many key as expected, but the biggest surprise was the sustained the integrated team performance through education of
individuals of the IPD Team. The team leveraged their high level of effort required during detail design. This was the team on information exchange and process management
experience and resources, which allowed them to further opposite of what they expected, as the architect stated, “we tools, planning of design and production sequencing and
refi e re o l e elo e IPD ro e e r e are designing how we are going to build the building.” supporting continuous improvement ideas.
er e l rfiel
Value Design plan and the Last Planner Process, for the Late in the pre-construction phase, the team found that
e l fi e l
Cathedral Hill Hospital project (see Implementation and the distinction between documentation and construction
Early Involvement). e l rre Do e re fi l ore
r l le o l re The strong relationship with the Lean Construction coordinated on an IPD project than on traditional projects,
Hospital Expansion Institute (LCI), who is partnered with UC Berkeley, was an and it is expected that the architect’s involvement in the
e or ro e e ro e e efi e ro re l r construction phase will be less demanding than early
le ll r o I e er e Pro e phases. The architect also anticipates that their increased
St. Clare Health Center Delivery, and graduate students who observed and reported involvement in the coordination activities will lead to
their observations of the project team. Students reported o l e fi e re e e e fiel re r
on different areas of their practice, such as the Last Planner to the risk pool.
Encircle Health Ambulatory System, change order processes, and accounting practicing,
which helped the team evaluate and improve their Rethinking Staffing
Care Center
own performance. Typically the architect would spend 75% of their fee
producing the documents for agency review, greatly reduce
Walter Cronkite School of their staff and then ramp back up to respond to comments.
Journalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Implementation

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Implementation

er Pl Tools week time period. By tracking commitments, groups were This fact made using tools such as BIM and the Last Planner
l e o el Multiple Lean processes held accountable by a reliability metric that was measured System, more critical to ensure meetings were effective,
Target Value Design on a weekly basis. The Last Planner process not only short, and directed towards solutions.
e or helped individuals become more reliable, it also improved e fi ro e ool ere e o l e oor o
re e ller Choosing by Advantages (CBA) their ability to identify and communicate what they need and decision-making among the IPD team members. An
e o el Co-location to achieve their commitments. The goal on the Cathedral A3 report and the Choosing by Advantages (CBA) system
BIM Hill Project was to maintain 90% reliability in each Cluster was used to formalize the project decision-making process,
ro fi ro e e ro e er e see detailed information in the Decision Making section. An
l e e e ro e e e e or r o l A4 report embraced a similar strategy that assisted the BIM
e I e r e or o ree e I l e
e o l fi e delivery process. design and detailing coordination, see BIM.
that the IPD Team use the Last Planner System (a Lean
Construction tool) for planning and scheduling of design e l r ee ere e or or l ro l er Lean was an integral part of this integrated project; it was
ree e ell coordination and implementation. As part of the Last Planner coordination. These meetings occurred on bi-weekly basis e or o er e e e e re
Wyatt Federal Building e eI re re e e elo e during the intense design phases and shifted to a weekly to a level of certainty, the design detailing process embraced
of “a milestone schedule, collaboratively created phase ee e e fi l e e e ee the Lean production line philosophy. They employed ideas
schedules, ‘make ready’ look ahead plans, weekly work provided a forum for teams to report on their Last Planner like the workable backlog; if an issue caused the production
Autodesk Inc. plans, and a method for measuring, recording and improving commitment status and score each group’s reliability, helping line to halt, they found ways for the majority of the team to
l rel l eI e r e e o eo e e hold Clusters accountable for their goals and commitments. continue working on areas unaffected by that issue.
Last Planner System tools and processes in detail. l er ro l o ollo e r e l e De Lean tools such as Target Value Design were used
To implement the design, the IPD team organized (TVD) process, which designates value, cost, schedule, o o e e e l ro e e
er e l rfiel
o er l r l er ro e e ro ere and constructability as basic components of the design I ree e l er ro o l e r eo
e l fi e l
separated by design area, for example exterior architecture, criteria, see Early Involvement for advantages of TVD. between building systems, i.e. spend an additional $1
interior architecture, structural, medical equipment, etc. ro e re re e r e o r or million on electrical but save $5 million on mechanical. A
r l le o l re Each group was responsible for coordinating their design e oe l er ro o ro e o o o non-integrated contract would require contract renegotiation,
Hospital Expansion re o er ll e ee o er l er ro or information and estimating. This input was intended to help reductions in scope, and other time consuming obstacles.
design areas. shape the design, especially informing system selection and The use of BIM coupled with co-location facilitated
or e l er ro l e e detail development, thus ensuring the design met the value or l or l l er ro er o
St. Clare Health Center Last Planner System. The Last Planner system required r e e l e e ore ro o eo e e fi o e o e rel o
each group to work backward from the milestone and phase reasons owner involvement is critical, they provide ongoing design coordination and implementation. BIM coordination
schedules to develop their weekly work plan. Work plans feedback to prioritize items of greatest value to them. Target happened in real time and provided an accurate picture of
in conjunction with detailed weekly look-ahead schedules Value progress and target achievement was also reported in each Cluster’s status and co-location allowed many issues to
Encircle Health Ambulatory
e fie e re re o ee e le the weekly IPD Team meetings, another tool that helped hold be resolved within minutes.
Care Center
constraints in the way of those activities. Activities were e l er ro o le or ee l e r e
converted into commitments, which were assumed by Increased collaboration and coordination inherent to IPD
Walter Cronkite School of l o ro e o lfill e ee or o resulted in an increased number and frequency of meetings.
Journalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Involvement
Definition of Terms

Information Sharing
Project Description

Early Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Early
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Early Involvement

er Pl CM/GC ongoing basis. By feeding information into an iterative design

l e o el Validation (Feasibility/Programming) process, design ideas can be tested against costs. Besides
o roll o e D ro e or e efi
Trade Contractors by placing control of design and its cost with the architect;
re e ller Validation (Feasibility/Programming) this ensured design ideas were not unreasonably diluted or
e o el compromised.
e o r re re e r e r er o le e r o e l er ro e or r e
suppliers to provide input early, during the validation and involved in early decisions brought detail and accuracy to
l the design. Additionally, as trade partners became more
preconstruction phases of the project.
e o l fi e l r e ro e e e re er o fi e e
e o er l or P fi e l e er P
and Sutter Health paid a premium for the early involvement er l oe e o el o el e o o
ree e ell of team members to supplement the A/E team. Involving prices and costly contingencies.
Wyatt Federal Building the contractor and trade partners from the very beginning The team primarily focused on maximizing the value
o e ro e fi e e e e of the design, however information gained through the
this study was conducted, had yielded measurable savings. involvement of the trade partners brought a level of detail to
Autodesk Inc. According to the contractor’s project executive, the owner the BIM model that the team believes will reduce material
lre e e re r o e e I waste and construction time. The team cited a $400,000
for the additional cost of IPD pre-construction services. savings gained by eliminating continuous backing for
The return comes from savings in project costs. The initial handrails. The BIM model accurately located each metal
er e l rfiel
target cost developed by the team early in the project was stud, so that backing was made redundant. Team members
e l fi e l
approximately 14% or $80 million below market average. At noted that in a traditional delivery method, the BIM model is
the time of this report, the team estimates an additional $22 rarely used to control construction costs at this level of detail.
r l le o l re million dollars will be saved below the market average. The It’s important to note that while early involvement
Hospital Expansion e o o r I ro o e ro e contributed expertise, the structure of the risk pool, see risk/
e e fi e ee r rl r e reward, provided incentive for the IPD Team to reduce costs.
to the Target Value Design (TVD) process. This process held
St. Clare Health Center all team members accountable for designing the most value
within the target cost. Cost information was collaboratively
e elo e e ore e e fi e llo o o
Encircle Health Ambulatory e e e e o l l ee eer o
Care Center revise a completed design.
Early involvement was essential to the Target Value
De ro e or e le e l er ro
Walter Cronkite School of estimator who provided cost feedback to designers on an
Journalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning

Transparency
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Transparency

er Pl All parties, including the architect, architect’s consultants,

l e o el r e r er ere o e
material’s basis for the work performed during pre-
o r o er e Profi ere e o fi e ee
re e ller with 25% of the fee exposed in the shared at-risk pool. This
e o el r re e ro e fi e r re e re
that all estimates are based on cost. According to the
team, there have been no hidden contingencies or hidden
l
allowances.
e o l fi e
o r o er e ll e o fi e ee e o
an agreed upon estimated amount of labor, to be determined
ree e ell in the Work Plan.
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Making
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Decision
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Decision Making

er Pl The primary vehicle used to formalize, document and

l e o el evaluate project decisions is called an A3 report, named
after the size of the piece of paper upon which it’s printed.
The team borrowed this tool from the car company, Toyota
re e ller who uses it to evaluate complex decisions. The standard
e o el or l e o e ro le e fi o l
assessment and solutions. A3’s could be initiated by anyone
on the team and cover a range of issues; the criteria for
l
e e o ll le efi e o e IPD e
e o l fi e
members the ability to follow their own intuition and
take initiative.
ree e ell e l or ll e e or
Wyatt Federal Building e o e ore ro or re e fi l
e o e e efi o re or o e e
problem, records the involved parties, and establishes the
Autodesk Inc. o or o er o ro e e ore ro
with a holistic understanding and created a consistent and
effective format for them to evaluate the situation and make
fi l e o
er e l rfiel
At the time of this report, over 300 A3’s had been
e l fi e l
generated and more than 200 had reached resolution. So
e e e e or l ro e ro e l er ro
r l le o l re began to use informal A3 processes to work through
Hospital Expansion routine problems.
The team also implemented the Choosing by Advantages
(CBA) decision-making system. CBA a rigorous methodology
St. Clare Health Center for evaluating complex decisions with multiple stakeholders
by identifying the relative advantages and importance of
each option. The CBA method complemented the Lean A3
Encircle Health Ambulatory tool.
Care Center

Walter Cronkite School of J

ournalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance

Culture
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Culture

er Pl A number of factors contributed to breaking down together. It has become more of an enterprise here; it’s not
l e o el traditional barriers and shifting traditional roles. The separate companies as much as it is an enterprise trying to
contractual arrangement, management tools, early build this project.” In his experience, this has not been the
involvement and co-location all contributed to the creation case on smaller projects where people go on and off the
re e ller o le r e ro e or e le e l er ro project at shorter time increments; they require much more
e o el create highly collaborative interdisciplinary teams that might continued and sustained leadership and guidance in the
include two plumbing trade detailers, one HVAC trade principles of IPD.
detailer, and a technical architect – all sitting and working
l Benefit
together. As the contractor described it, “that is unique
e o l fi e eo o o e o e e r e oll or e l re
because that would never happen on a traditional project.”
The architect observed that IPD allowed them design to a was a team that was willing to question almost anything.
ree e ell much higher level of detail than in a traditional project. The According to the project architect, “you don’t have to listen
Wyatt Federal Building process provided them greater knowledge of construction to the people who say, ‘you know we’ve never been able
assemblies and cost and thereby gave them more control of o o o le o o e le o e efi ro e
the design outcomes. interdisciplinary cluster group approach was a new design
Autodesk Inc. In general, team members adapted easily to the for patient lifts. The owner decided late in the project that
collaborative and integrated work style of IPD. Even they would like to have a patient lift in every room, however
though the team included well over 100 people, the project this was not feasible given the structural bracing, space and
executives could identify only a handful of people who did coordination requirements of the standard system. A junior
er e l rfiel
o fi e l re ere re o e ro e e IPD level project engineer from the contractor asked why they
e l fi e l
fi l or l o e or e er or couldn’t use the booms already required for the medical
many years and feel strongly that certain roles are sacred. monitoring devices. The boom manufacturer agreed it might
r l le o l re or e e eo le fi l o e rel work and this solution is currently under study, illustrating the
Hospital Expansion o e o rol e e re o e l er ro o e team’s willingness to explore ideas from any member.
individuals quickly became apparent and typically were
removed. While the learning curve varied, the vast majority
St. Clare Health Center of team members found IPD to be a very different but very
rewarding way of working together.
At the time of this study, Boldt’s project executive
Encircle Health Ambulatory observed that after 3 years of co-location and collaborative
Care Center working, the cultural shift to collaboration, innovation, and
integration had become ingrained in the team’s work habits.
He commented, “I think people have just learned to work
Walter Cronkite School of
Journalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data

Workplace
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Workplace

er Pl Co-located – full time

l e o el
At the time of this study, the team had been co-located
or e r e e e ro e l or P fi
re e ller Medical Center (CPMC), which was located in a former a
e o el l e e re o e e e
cubicles that are not ideal for the collaborative intentions of
IPD. According to the Boldt project executive, “people keep
l
taking partitions down. We don’t need them.”
e o l fi e
e o fi e e l e eo l l
shared information to help communicate status, report on
ree e ell Last Planner System metrics, identify process issues, and
Wyatt Federal Building remind individuals they are part of an Integrated Team
(see Implementation and Information Sharing). Information
and educational materials about Lean processes, learning
Autodesk Inc. re o r e Pl er e r re or l er ro
ere o e lo e r l orr or e o fi e
l er ro ro e e ere
images, diagrams, outstanding design issues and Target
er e l rfiel
Value Design status were posted to help inform other groups
e l fi e l
of their status or coordination items needed.
er ro o ol ool e o
r l le o l re pyramids, were posted in multiple locations, such as
Hospital Expansion conference rooms, to keep team members aligned with the
design and team performance goals of the project. These
visual reminders encouraged the team to embrace the Lean
St. Clare Health Center Culture, facilitate the integrated philosophy, and continue to
serve as “advocates of the client” when making
project decisions.
Encircle Health Ambulatory Co-location, coupled with early involvement greatly
Care Center supported the relationship-building mission of IPD. These
strategies allowed the team to become quickly acquainted
with each other, build familiarity and trust that supported
Walter Cronkite School of open communication and transparency.
Journalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Sharing
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency

Information
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Information Sharing

er Pl Tools
l e o el o r
I
e o ee e o lo o
re e ller o e
e o el re er er o lo e e

Many of these tools were leveraged by co-location.

l
See greater detail on how information was shared publicly
e o l fi e
in workplace.

ree e ell Meeting Frequency

Wyatt Federal Building ee l ore ro ee
ee l ee l IPD e
l er ro oor o ee
Autodesk Inc. r e l e De
Pl er e
D l l er ro ee
De ler ee
er e l rfiel
e l e ee e
e l fi e l
With the increased planning and collaboration required
r l le o l re in IPD, meeting frequency increased. It was important
Hospital Expansion o or or e ool o ee e fi e
effectiveness, (see Implementation).

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
BIM
Cathedral Hill
Hospital BIM

er Pl Model Manager BIM champion was responsible for training their respective order to prevent future problems, prioritize issues to maintain
l e o el re e ee r e ro organizations in the Virtual Design and Construction (VDC) streamlined production, and ultimately plot a path
(HerreroBoldt) process. of resolution.
The VDC document allowed each company to select or e re o e l e l e le efi e
re e ller Management Protocol the software and authoring tools with which they were the sequence that trades would add their information.
e o el o r l De o r o D familiar, with the caveat that their choices were clearly Sequencing trades to avoid model clashes required frequent
– Issued November 12, 2010, replaced originally communicated to all BIM champions and were compatible progress updates and communication between IPD team
developed BIM Standards Book with Autodesk Navisworks Manage. Any changes to BIM members to ensure systems were populated in an orderly
l software were made following the A3 decision-making way. For example, the team discovered the designed
e o l fi e process (see Implementation) and required consensus of ceiling height in the cafeteria and the size of the mechanical
A custom Virtual Design and Construction (VDC)
document was developed that clearly articulated the the BIM Champions. e ere o e e re ol e e
ree e ell procedures and responsibilities for modeling, coordinating Hardware selection was also addressed in the VDC. BIM team realized that a change in their process would
Wyatt Federal Building and sharing the BIM model. BIM use was required of all IPD Before any project-wide implementation of hardware or have been allowed earlier discovery of the problem. The
team members, including trades. Primary management and software, stress tests were required. The stress test ran the l I ro e re e fir r e ro
coordination of the BIM was shared between the architect, systems loaded with an equivalent amount of 3D objects building area. The team revised the sequence to start
Autodesk Inc. ro e errero ol and data as the intended scope. The results of the test with ductwork and sloping systems, which are the largest
ro e e e o l o e e I ll informed A3 decision making, provided feedback to software e o e ll re e l o e
describe 4D (time), enabling the IPD team to simulate vendors, and informed decisions on how the model would be architecture immediately.
the construction process and virtually test construction e o e fi e re e e er or er or Detailing was executed in two phases. Phase 1 modeling
er e l rfiel
l er e o fi o l e o e e l o e oor le el was done at a macro scale that followed a modeling
e l fi e l
BIM for 5D quantity take-offs on a weekly basis. The trades Frequent sharing of progress models was encouraged. sequence that mirrored construction installation. Phase 2
tracked their virtual construction production and were able Progress models could be shared in their draft form as long o e ro le o ee e fi l o r o le el
r l le o l re to compare their weekly production in linear feet to their e file o e e ree o o le o r l e o e l D D efi e r or l r
Hospital Expansion estimates. and a File Sharing Checklist had been completed. Progress o e I o e e r e fie e Do
Each company/trade participating on the IPD team was models could be posted for use by other IPD team members each building system or component for Phase 1 and 2, the
responsible for modeling the scope of their work in BIM. A without requiring tedious “clean up.” responsible party, and the software platform used. Following
St. Clare Health Center l er ro e le o e I re o r e Design and detailing in the BIM was guided by a o o D le o o e l e ere
comprised of a BIM champion from each company. The role Coordination Master Process. The goal of this process e fie o re efi e D lo e o ele
of a BIM champion varied depending on the size and risk o re e e l e ro e or o for use in fabrication and assembly.
of each company’s scope of work. For example, the BIM e ll el e ll o r o e o To ensure the Virtual Design and Construction (VDC)
Encircle Health Ambulatory
champion for a large company with a major investment in the before construction. An important tool used in this process process was followed, Sutter Health regularly reviewed the
Care Center
ro e o l fill e e role ele e o is called an A4 report. The A4 is a standard one-page form team. Sutter had high expectations that this team address
execution to others, while a smaller company could appoint a llo e e I l er ro o e re or the virtual design lessons learned from Sutter’s previous
Walter Cronkite School of BIM champion to serve as both manager and modeler. Each the detailing issues, identify the root cause of each issue in projects using BIM, IPD and co-location.
Journalism

UCSF Mission Bay P I I DI P I

Cathedral Hill Hospital San Francisco, Healthcare Single Multi-party Contract- l or P fi ro I HerreroBoldt – A Joint
Medical Center California Integrated Form of Medical Center, Venture
ree e I er e l fil e
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
At a Glance

Survey Data

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description Project Characteristics Project Delivery Experience

MERCY Master Plan P e l P r er P I P I P P

l er Pl e o el
Facility Remodel D I
I or o P I P I BID 100%
BUILD
re e ller I DI P Hospital
e o el Single Multi-party Contract - PI D P I
D I
25%
AIA C-191 BUILD

Mercy Health Partners I I

l
e o l e l e er
e o l fi e Community Health Partners IPD 0%

I Array Healthcare Facilities

ree e ell Solutions, Inc.
P P I IP D
Wyatt Federal Building
Donley’s Inc.
P February 2010 This chart illustrates the number of projects survey participants have
Autodesk Inc. worked on since the year 2000 for each delivery model. Since IPD is
P I January 2013 relatively new, it’s not surprising that the majority of participants have
not worked on more than 2 IPD projects. This chart also identifies the
relatively experienced teams, those with at least some participants who
have worked on more than 2 IPD projects.
er e l rfiel
e l fi e l Building Size 94,439 sq. ft.

r l le o l re
Hospital Expansion

St. Clare Health Center

Project Cost $19,425,447

Encircle Health Ambulatory $$$
$$$
Care Center $$$
$$$
$$$
$$
$$
Walter Cronkite School of
Journalism
Schedule 14 months design 27 months construction
UCSF Mission Bay
Medical Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Description
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Project

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description
P e l P r er agreement. All parties felt the AIA document represented
MERCY Master Plan l er Pl e o el the majority of what they were trying to do with their custom
Facility Remodel
I or o agreement; however the contract continued to be negotiated
for an additional 8 months until November 2010. During this
re e ller I DI P Hospital
negotiation period, the entire integrated team, which included
e o el Single Multi-party Contract - e o er r e o r or e o l fir
AIA C-191 tier sub-contractors, was committed to the IPD process,
er e l P r er e o l worked (and were compensated) as if there was a contract
l Medical Center / Community in place.
e o l fi e Health Partners
I Array Healthcare Facilities
ree e ell Solutions, Inc.
Wyatt Federal Building Donley’s Inc.
P February 2010 I ll e r e re fir rr e
Autodesk Inc. a strategic facility master plan to Mercy Health Partners, a
P I January 2013 regional healthcare provider. The plan included a series of
re o o ro e er e o l e l e er
or o or e er e l e
er e l rfiel Mercy’s board voted to proceed with the project and awarded
e l fi e l the work to Array. After receiving Board approval, Array
proposed an Integrated Project Delivery approach for the
r l le o l re project. Mercy agreed to use IPD and to accept Array’s
Hospital Expansion re o e o o Do le e e er l o r or
Array and Donley’s, worked together to develop a custom
IPD contract agreement to present to Mercy.
St. Clare Health Center In spring of 2010, after several months of contract
negotiations, the owner acknowledged that their
understanding of IPD, particularly with regard to the legal
terms, was not aligned with the architect and contractor. To
Encircle Health Ambulatory
facilitate resolving these differences, the owner brought in an
Care Center
IPD consultant. The owner’s IPD consultant suggested using
the recently released AIA C-191 Standard Form Multi-Party
Walter Cronkite School of Agreement for Integrated Project Delivery as the basis for
Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Profile

Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

IPD

BIM
Cathedral Hill
Hospital IPD Profile

MERCY Master Plan

Market Position
“I think in the end, the owner gets the most for their money. They get long-term reliability.
Facility Remodel Maintenance issues are addressed during construction that normally aren’t, so they get a building
that is more economical to maintain and get the features that they truly need based on what their
re e ller budget could afford.” Pro e r e o e e efi o IPD o e o er
Technical Cost
e o el Complexity Predictability

“There have been bigger projects, but this one is complex and we are dealing with unforeseen
l conditions everyday. It is good to have a team approach.” er o l
e o l fi e
“Even though from a cost standpoint $20 million is not a lot of money, we now realize we took on
ree e ell one of the toughest projects for Integrated Project Delivery [due to the complexity of renovating an
Wyatt Federal Building Schedule older building]. The advantage is that we are learning the most about IPD and had to do it well
Management Predictability
with this tough project.” – Principal Architect, Array
Autodesk Inc.
Market Position was important for all parties involved. Array Schedule Predictability o e fie l e ro e r o o e ro e fi l re e
works exclusively in healthcare and recognized IPD was motivator for selecting IPD, but the team discovered the risk to the owner. This is primarily due to the fact that
where their market was headed. They made the strategic scheduling advantages of having all the team members the entire integrated team (owner, architect, consultants,
er e l rfiel
e o o e r er l le o fi e or e o o er r e o r or oor e e re o le or re e le
e l fi e l
prepare their regional partners for the shift to IPD. They project is within an existing and operating facility, logistics o r l o o e l e e e e
had been looking for an opportunity to fully execute an IPD and scheduling are both complex and critical to maintain to another. Positive or negative, the integrated team has to
r l le o l re o r er e l P r er e fir o ree hospital operations. The integrated nature of the team and solve problems together.
Hospital Expansion a large healthcare system, the owner has multiple healthcare close coordination with the owner allowed all of the activities
l e ere e fi ro e el er occurring on the medical center campus, including activities Technical Complexity was not an initial motivator for
e o o l e e le e e ore o rol internal and external to the project, to be combined into selecting IPD, but the team has recognized that the
St. Clare Health Center better value. the team’s construction schedule. This allowed the team collaborative nature of the process coupled with early
to accommodate all of the owner’s other initiatives, avoid ol e e ee fi e e e ll or
Cost Predictability o e fie l o or o e er e e e o er o l a hospital remodel. Design and construction were happening
Encircle Health Ambulatory for selecting IPD, but the team has already recognized the o rre l or fi or o o ro e
Care Center cost management advantages of the process. With a limited Reduced Risk was a long-term motivation for the owner. e r ol e l e er ere ere ore ee
budget, cost was of “paramount importance.” Having a team e l re e e e o fi e er conditions discovered during renovations that allowed the
set up to work collaboratively and solve problems creatively to manage projects. There was not necessarily a clear fiel e o ro e e le o e e e o
Walter Cronkite School of has given everyone more control of cost containment. understanding of this advantage going into IPD, but the team e e er e e o o e e fiel
Journalism has discovered that having an integrated and consistent

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection
Data

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Survey

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Survey Data: n = 12

MERCY Master Plan been a factor in the organizations’ willing to embark on an them the majority represented the architects (50%), followed
integrated, collaborative delivery model – a still very new e o r or r e e eer
Facility Remodel
model with several unknowns. This is an opportunity for the 50% that responded correctly, they perceived that the
future study. l l er o el e e e ere o -
re e ller e e e ee e er r re e o r
e o el Multi-party Agreement the other contracting parties.
This project used the AIA C-191 multi-party agreement, e o r ere re or o
see Contract. This project was not asked survey questions answer, all were contractors (trade) at the project manage-
l ment level.
regarding the use and impact of the multi-party agreement.
e o l fi e er Executive - 33.3%
e o orre l re o e o r ere
o r or e or er
Architect - 25% Project Manager - 41.7% Risk/Reward contractors (general contractor or construction manager) and
Engineer - 8.3% Associate Professional - 0.0%
ree e ell Contractor (trade) - 50.0% Assistant Professional - 0.0%
This team has a form of shared risk/reward on this project, one third were contractors (trade).
Wyatt Federal Building Developer - 0.0% Production/Technical Staff - 0.0% see e r . An overwhelming majority of participants
er fi e r e ere re o r e re o e r - Fiscal Transparency
er
pant did not answer, and none answered incorrectly that ro e fi ll r re e ee o r -
Autodesk Inc. there was no shared risk/reward. This indicates that either ing parties, see Transparency. The majority of participants
BIM Experience individual organizations or the integrated leadership widely ere re o e fi l r re le o l
According to interviews with the team, the implementation and effectively communicated this IPD strategy to the broad- ere orre l ere o fi l r r-
of BIM has been a challenge, see details in BIM. The archi- er team. Participants, representing most survey participants, ency. This indicates that project leadership was very effective
er e l rfiel
tect took the lead role in managing the model. Participants perceived that the shared risk/reward incentives somewhat o rr e e o e ere re
e l fi e l
of this survey that interact with BIM in a technical way only o el e e e ere o ee e o e fi l r re e er e e e r e o e
represent 8.3% of participants, while 58.3% of participants e ee e er r re e or ro e r- o e o ee e e ere o e
r l le o l re do not, and 33.3% responded that they were unsure. The ners. While the responses are still positive, this did not have e e e ee e o er r re e o r
Hospital Expansion participant that engaged with BIM in a technical was an en- fi e o r re e e e r l the other contracting parties. However there was variation in
gineer (100%) at the Senior Manager Level (100%) with an Hill Project, which also has shared risk/reward. degree between contract parties where contractors (general
intermediate technical ability. contractor or construction manager) and architects perceived
St. Clare Health Center Liability Waivers e re o e o ee e o r -
Previous Experience This team had explicit waivers on liability between the ar- or e r e e ere o ee e
Participants overwhelmingly indicated (92.2%) that their chitect and contractor, however the owner was not included e ee e le o r or r e el ere
organizations had previous working experience. This also in this arrangement, see Liability. This commercial and legal o l l l o ee e e ere o e
Encircle Health Ambulatory
rr e o er o l re o l r e o ell o e o e e e e e ee e o er r re e or ro e
Care Center
worked with other team members, although 33.3% did not of participants unsure, 8.3% did not answer, and 25% incor- partners.
have previous experience. This past experience may have rectly answering that there were no limits on liability. The
Walter Cronkite School of remaining 50% of participants knew of this strategy and of
Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Contract
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Contract

MERCY Master Plan Contract Type o r or e o l fir er o r or er o e o l o er o er o e e

le l r o r I r or remained committed to IPD throughout the negotiations and extraordinary events or circumstances, and unforeseen
Facility Remodel
Multi-Party Agreement for Integrated Project Delivery continued work without a contract in place. construction conditions that could not have been reasonably
As a standard form multi-party agreement, the AIA determined prior to work.
re e ller Contract Issued C-191 contract incorporates the common range of IPD For any issues caused by errors or omissions in the
e o el o er strategies, covering the areas of commercial terms, documents, the team would be held responsible, but was
relational expectations, and implementation tools. There e e o o o e e r rofi ool o o o e or
Array completed a Master Plan for Mercy Hospital and were a number of changes that had to be negotiated to to use insurance proceeds.
l reach consensus; most of these changes were regarding the
received approval to move forward with the project in fall
e o l fi e commercial terms. Relational Expectations
2009. Upon approval to proceed, Array proposed to the
owner to follow an Integrated Project Delivery model, new ere ere l o e er l o fi o re efi e
ree e ell for Mercy. After several educational presentations, Mercy Commercial Terms responsibility for particular contract requirements from
Wyatt Federal Building Health Partners agreed that IPD was an appropriate delivery The standard contract language on compensation, risk, “Parties” or “Team,” in the collective sense, to one party in
method for this project. The owner asked the architect to re r e e o e o fie o e particular, such as the architect, contractor or owner. These
propose a contract for IPD. Array was inexperienced with owner, architect and contractor, see more in e r . o fi o ee o o ro e e oll or e
Autodesk Inc. IPD but had been researching the method for some time. Limitations on liability were agreed to between the A/E and intent of the contract by putting in place traditional, isolated
The contract Array proposed was a custom agreement contractor, but the owner did not agree to waive liabilities, decision-making; however, interviews with the team indicate
they developed based on other models, such as Sutter’s (see Liability) The insurance section was also edited; the e e o r l efi o e o e el
I e r e or o ree e I er re e e owner wanted to follow a more traditional bond approach affected collaboration.
er e l rfiel
agreement, the owner realized their expertise did not grant with conventional professional liability insurance for the
e l fi e l
them a high level of comfort with the contract. In spring 2010 r e e eer fi ll e o er eo Implementation Tools
Mercy hired an independent consultant, an architect with documents had to be negotiated to reach a compromise that The AIA C-191 includes several exhibits that help
r l le o l re experience in AIA contract documents and familiar with Lean protected both the architect and the owner. the team collaborate and align goals such as the Target
Hospital Expansion Construction. The IPD consultant recommended using AIA Defi e o e e o er fi Criteria Amendment and Target Cost. The agreement also
C-191 Standard Form Multi-Party Agreement for Integrated addition to the standard form contract. Contingencies were recommends the use of collaborative technologies such
Project Delivery in lieu of the custom agreement proposed by critical on this project because they were operating with a as BIM.
St. Clare Health Center Array. All parties agreed the AIA document aligned well with very tight budget and multiple risks due to the high number
what they were trying to develop in their custom document, of unknown conditions inherent to any renovation project.
so the owner opted to use the AIA C-191. Two contingencies were established as part of the Target
After the AIA C-191 was chosen, it took the owner, Cost breakdown, a Design and Construction Contingency
Encircle Health Ambulatory
architect and contractor almost 8 months to negotiate and er o e e De o r o
Care Center
revise the document to develop an agreement with which all o e o l o er re o le refi e e o
r e ere o or le e er o fi l design details within the original scope of the contract
Walter Cronkite School of the entire integrated team, including the owner, architect, o e e re re o e o fi l e
Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
Goals
Case Studies

BIM
Cathedral Hill
Hospital Goals

MERCY Master Plan Process

Facility Remodel o l ere e l e oll or e ro
the team. The owner’s IPD consultant developed and led
e ro e o efi o l e l e or e e
re e ller to this process, because lessons learned from other IPD
e o el e r e l o o l efi o l e
at the beginning of a project caused serious problems later.
o re e lo fi l o r e o o
l
o e o o l efi o er e l re e
e o l fi e
Goals
ree e ell Six goal categories were developed. They were:
Wyatt Federal Building 1. Cost
e le e rl r fi
3. Quality (such as meeting hospital and accessibility
Autodesk Inc. codes and standards, team performance, and zero
complaints from staff/patients)
D er or or e fir o l e or e le
and local)
er e l rfiel
5. Sustainability
e l fi e l
I le e o e re o e e

r l le o l re Communication and Alignment

Hospital Expansion From this list, a scorecard was created to measure
e e e e r e rofi o r or ee
earned were tied to goal achievement. According to Article 4
St. Clare Health Center of the contract, Compensation, goals are to be reviewed at
o l re e o e er e er e o rofi o l
be paid.
Encircle Health Ambulatory All team members, including consultants and
Care Center subcontractors, were informed of the project goals and
received a blank copy of the scorecard to reiterate the goals
and metrics for which they would be held accountable.
Walter Cronkite School of
Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Risk/Reward

Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Risk/Reward

MERCY Master Plan e o e o fi o e o e I e

Facility Remodel el o o e o l e e e o e o
are payments made to the team for achieving project goals
developed according to the Target Criteria Amendment
re e ller process and are not contingent on the actual costs of the
e o el project, even if they exceed the target cost. According
o e o fie o r e r e o r or
e er o e o l e e e o e o
l
however, revisions to Article 4, Compensation, established
e o l fi e
o e o r re l r o e o l e e e
o e o e r e rofi o r or
ree e ell fee at risk. Payment is contingent on points earned for each
Wyatt Federal Building o l efi e oll or el e elo e er r e
using the project goals scorecard. (Also see o l ).
The team agreed to the AIA C-191 standard Incentive
Autodesk Inc. Compensation. This compensation is paid if the actual costs
are less than the target costs. As per contract, the owner
would retain 50% of the cost differential with the architect
and contractor each receiving 25%. The project budget
er e l rfiel
was incredibly tight and at the time this case study was
e l fi e l
conducted, the team had not realized any savings. They are
closely tracking costs, taking advantage of the open book
r l le o l re transparency and ongoing cost estimating.
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Liability
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Liability

MERCY Master Plan The standard AIA C-191 contract waives claims and
Facility Remodel l l e ee ll o r r e er r le
r o e er e e o e o fie o
waive claims only between the architect and contractor and
re e ller their respective consultants and sub-contractors. The owner
e o el declined to waive claims or liability. The waivers are general,
l o l e e fi er o l or o e e l
e ro o er e e o e er ll
l
l e e r o o ll l o lfille
e o l fi e
warranty obligations, or failure to procure insurance.

ree e ell Dispute Resolution

Wyatt Federal Building l er e er r le r re
re re o ollo ro e re efi e er r le
D e e ol o o l e r e e e
Autodesk Inc. fir o e re e e Pro e e e e or e
Project Management Team. If an agreement cannot be
reached, the AIA C-191 standard contract outlines internal
re ol o ro e o e ee re efi e D e
er e l rfiel
e ol o o ee o l e e o ro
e l fi e l
of representatives from each party, and a neutral party.
However, in this case, the team intentionally omitted the
r l le o l re er l D e e ol o o ee e o
Hospital Expansion process. The process described in Article A.15 of the
o fie ree e re ol e e ro o
decisions of the Project Executive Team or the Project
St. Clare Health Center Management Team.” For any issues that cannot be resolved
by those teams, resolution would be reached through
arbitration with the American Arbitration Association, in
Encircle Health Ambulatory or e e o r o I r r r o le
Care Center Any claims permitted by the risk sharing and dispute
resolution articles are limited to “no more than 10 years after
the date of substantial completion.”
Walter Cronkite School of
Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Insurance
e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Insurance

MERCY Master Plan The AIA C-191 standard contract, Article 7, Insurance
Facility Remodel and Bonds, recommends hiring an insurance consultant
to assist in obtaining integrated insurance products. This
l e er or o r or o rolle I r e
re e ller Programs” or the “individual insurance requirements for the
e o el Parties and other Project Participants.”
In this case, the owner preferred to follow a conventional
insurance and contractor bond approach and struck the
l
reference above from the agreement. The architect and
e o l fi e
contractor carry standard Professional Liability insurance,
e fi o ere e e le e le o
ree e ell requirements.
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Leadership
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Leadership

MERCY Master Plan Champion team adhered to the principles of Integrated Project Delivery.
r e The owner’s IPD consultant led the process of forming
Facility Remodel
er e re e e IPD o l and coaching the Executive and Project Management teams.
The owner’s IPD consultant characterized the underlying
re e ller Team Structure values of an integrated team as, “everyone steps up when
e o el Pro e e e e they need to step up; whether it is a foreman, project
Pro e e e e manager, estimator, project engineer, or project architect.”
I le e o e Essentially, the Project Management team needs to set up
l an environment that allows team members to take leadership
e o l fi e as needed and create a culture of distributed leadership and
e r e re fir rr o e e eo
Integrated Project Delivery from the start of the project. As ownership.
ree e ell Array and the contractor, Donley’s, attempted to negotiate
Wyatt Federal Building the terms of the contract with the owner, the owner realized
their company needed internal support and expertise to
help advise them on IPD. The IPD consultant brought on
Autodesk Inc. board by the owner was experienced with fast track projects,
Lean Construction techniques, and early involvement. The
consultant became integral to the project, coordinating with
the owner’s legal team through the contract negotiation as
er e l rfiel
well as facilitating the IPD process and eventually serving as
e l fi e l
e er e re e e
Team leadership occurs at three levels: Project
r l le o l re Executive Team, Project Management Team, and the
Hospital Expansion Implementation Team. As outlined in the AIA C-191 contract
Article 2, Management of the Project, the Executive team is
responsible for major decisions and is comprised of one high
St. Clare Health Center level representative from each contracting party. The Project
Management Team is also made up of one representative
from each party and is responsible for execution of project
Encircle Health Ambulatory decisions and directives given by the executive team. The
Care Center Implementation Team is the group responsible for executing
e e o e o fiel or e Pro e
Management team was tasked with educating, training and
Walter Cronkite School of managing the Implementation team, ensuring that the entire
Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals

Firm
o l
Case Studies

BIM
Cathedral Hill
Hospital Firm Selection

MERCY Master Plan Architect Design Consultants e olo e o l e e o e ro e fi l

Array was selected to do a facility master plan for Mercy rr o e er r e e e o o e background. The architect and owner reviewed the survey
Facility Remodel
Health Partners and went through a conventional interview engineering companies. The survey questions related to the responses and provided feedback to Donley’s. The three
ro e IPD o o er o o e fir e er e e o e o IPD e I major sub-contractors were selected by Donley’s and
re e ller Array completed the facility master plan, the hospital board experience, general technological capabilities, and degree brought on board at the start of criteria design.
e o el elected to move forward with Array as the architect for of integration in house (i.e. number of disciplines under one
le e o o o l r er or l fi o ere roof). Like in the contractor selection, Array used a scorecard
required. It was after Array was approved to move ahead on o e ere l o o e oe l fir re o e
l er e or l e fir er e l P r er
the project that they proposed using an Integrated Project
e o l fi e and Donley’s also did independent reviews and gave their
Del er ro e e o er ree o r IPD
Array took the lead on the selection process for the design o o re o e o o rr rr e fi l
ree e ell consultants and contractors. decision-making power since they were the party contracting
Wyatt Federal Building re l e ele e fir e o er o r or ree
Contractor rr ele o o e e eer fir or or
The architect drove the selection of the contractor without ele e r rl e e e r fir o e ll e r
Autodesk Inc. r o e o er rr e e e engineering disciplines in one location: structural, electrical,
or l fi o o e er l o r or fir e l l fire ro e o e olo
requesting information in the following categories: general data. The co-location of engineers was attractive for ease of
company information, regional experience, healthcare communication and coordination.
er e l rfiel
experience, and IPD knowledge and experience. Array
e l fi e l
developed a scorecard that guided their evaluation of each Subcontractors
re o e o re e or l o fir or l e The prime contractor went through a similar selection
r l le o l re fir ere er e e e lo o rel o l process for the primary sub-contractors as the architect
Hospital Expansion aspects of project delivery, budgeting process, and logistical or r r o l r e er e
r e e e fi o e l re IPD e ro e er They broke the project up into three main sub-contracting
the interview stage, Donley’s was selected. Donley’s and e er or e o fi e e e er l
St. Clare Health Center Array had previous shared project experience, including a trades package, and a MEP/technology package. For
$30 million parking garage for a University hospital that was e e Do le ele e l fie o e
ongoing during the selection process for this project. After e o e or e er e e l fie
o ro e e l o rr el o fi e o r or ere e l fi o r e
Encircle Health Ambulatory
Donley’s would be good partners in a collaborative endeavor. asked about experience with IPD, experience with other
Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Team
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Team Selection

MERCY Master Plan In general, team members were selected based on their
Facility Remodel past ability to work collaboratively in a team environment.
Individuals who tended to push their point of view without
o er o er ere o ele e or e e er
re e ller criterion important to selection included experience working
e o el in healthcare facilities and experience with design-build.
I e eo or ere ere o e e eer
e e e e e fie l e r le or e
l
e o e l o o el e e e ele o
e o l fi e
o e r fir or e l eer o l
facilities background and their IT professional had excellent
ree e ell experience with certain technologies important to the project.
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Planning
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Project
Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Planning

MERCY Master Plan Resources Referenced phase; in IPD the largest expenditure of fees occurs in the
er e e IPD e e er er o l criteria design phase (similar to schematic design phase in
Facility Remodel
er e l I traditional project delivery phasing). Based on their research,
ol e o r o Pr e the team anticipated their effort to be front-loaded, however
re e ller I r or l P r ree e or in spite of their planning, fees exceeded estimates.
e o el Integrated Project Delivery There were several factors that contributed to extra
r o o l e re o r e e e r er e e fir o o e
required to reduce the scope and achieve the $20 million
l budget (estimates for the original scope was $40 million).
e e fi l e fi re o r e o el
e o l fi e The master plan project consisted of 9 separate remodel
them prepare documents and management strategies for
the IPD process. Without references, they had to invent new projects, so establishing scope and budget allocation
ree e ell ways of doing things. For example Array put a great deal was extraordinarily complex. Second, was the nature of
Wyatt Federal Building o e or o r e e ro e or ele e re o el e r ol l ere ere re o o
engineer consultant, which was different than their previous e ere o o e e
practices (see Firm Selection). Jointly there was additional Unexpected early fee expenditures were triggered when
Autodesk Inc. effort in developing the metrics scorecard (see o l ) and o r or e fiel e o er e ee e
embellishment of AIA exhibits. er l e IPD ro e e efi l e e
To supplement the scarcity of IPD resources, the owner’s situations because the team is able to coordinate and
IPD consultant contacted other companies experienced develop solutions rapidly, but it also requires time and effort.
er e l rfiel
with healthcare and IPD. The contractor Boldt was willing
e l fi e l
to share resources and advice based on their experience
integrating Lean Construction with IPD in the healthcare
r l le o l re sector. Because of conversations with Boldt and others, this
Hospital Expansion project has incorporated Lean Construction techniques, such
as the Last Planner System, in the belief that Lean helps to
facilitate the IPD process.
St. Clare Health Center Team members struggled through the Project Planning
process, but felt the tools they invented and lessons learned
through conversations with others were good investments
Encircle Health Ambulatory preparing for future IPD projects.
Care Center
Budgeting Team Effort
For typical design and construction projects, the majority
Walter Cronkite School of of fee expenditures occur during the construction document
Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Implementation

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Implementation

MERCY Master Plan Tools

Facility Remodel Pl er e e ool

The team adopted the Last Planner System to help

re e ller facilitate communication and track reliability of committed
e o el actions. Initial training was required to encourage team
members to be open and transparent and to take initiative to
raise issues. The Last Planner System also helps to monitor
l
the effectiveness of the team. According to the owner’s IPD
e o l fi e
consultant, a University of Pennsylvania study reported that
a traditional project delivery approach typically achieves
ree e ell 50% reliability of work completed and that last measurement
Wyatt Federal Building recorded for this IPD team was 80%.
or fiel or e e e e ool lle l
huddles.” Donley’s superintendant and project foreman led
Autodesk Inc. these huddles. Participants included the trade workers, the
owner’s facility personnel, and sometimes hospital nurses
and staff. These short 15-20 minute meetings, held each
morning, have been very effective in communicating the
er e l rfiel
daily activities and ensuring the team is aligned in their
e l fi e l
goals for the day. This has been especially valuable for daily
logistics, coordinating security and scheduling shutdowns, all
r l le o l re critical to keep the hospital functioning during construction.
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Involvement
Definition of Terms

Information Sharing
Project Description

Early Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Early
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Early Involvement

MERCY Master Plan CM/GC were able to look behind ceilings and walls, discovering
Criteria Design conditions that normally would not have been known until
Facility Remodel
construction. Having that information early allowed the
Trade Contractors design team to make better design decisions and develop
re e ller Criteria Design strategic construction phasing solutions. Sub-contractors
e o el also provided valuable feedback based on their expertise.
The architect, engineers, and contractor were very For example, there was a condition where the mechanical
experienced with the design-build delivery approach, engineer recommended the removal of a section of the
l ceiling. Sub-contractors pointed out that removal would
which typically involves the contractor much earlier than
e o l fi e require both an inspection and upgrade of the area to bring
in a traditional design-bid-build model. Unique compared
to the team’s previous design-build experience was that it up to code. To avoid these additional costs and delays, an
ree e ell sub-contractors were on board during criteria design, only a alternate solution was found.
Wyatt Federal Building month after the prime contractor was brought on. With early o er e efi o e rl ol e e re e
involvement of both the contractor and sub-contractors, accuracy in estimating. The sub-contractors had to revise
everyone started when the project was still in development; their typical estimating procedures because criteria design
Autodesk Inc. this allowed for creation of aligned goals, a sense of required early estimation to be done without detailed
ownership, and eliminated the knowledge disconnect during information. But because sub-contractors were involved in
project handoff points. e e o e e o ro e e
Early involvement helped build trusting and respectful with more intimate knowledge of the project as it evolved,
er e l rfiel
relationships between the designers, engineers and builders. they were able to arrive at more accurate estimates when
e l fi e l
The sub-contractors expressed that they gained a much establishing the Target Cost.
broader perspective of the process by witnessing the e o e e e le e rl ol e e
r l le o l re challenges the architects, engineers and prime contractor ro e o fi l e o e o er rl
Hospital Expansion had to face in the development of scope of work, schedule involvement may be particularly advantageous for renovation
and budget. Sub-contractors reported that they avoided projects, where unknown conditions are routinely discovered
getting wrapped up in their own isolated issues because, e efi re l ro oll or e re o e
St. Clare Health Center by working closely with other team members early on in the integrated team. As the owner’s consultant commented,
process, they were able to see how each discipline was “there have been bigger projects, but this one is complex
inter-dependant. This built respect and helped motivate and we are dealing with unforeseen conditions everyday. It
the team to be more responsive and better support other is good to have a team approach.”
Encircle Health Ambulatory
Care Center disciplines.
I e o eo e e e efi o e
sub-contractors on board during criteria design was the
Walter Cronkite School of information gained through their access to the facility. They
Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning

Transparency
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Transparency

MERCY Master Plan The AIA C-191 contract supports transparent sharing of all
Facility Remodel project information.
Contract Section 2.4 Team Meetings, Communication and
e or ee e o er e e er o re rele
re e ller project information directly with one another, eliminating
e o el o r l er r re efi e o o
channels. This allows all team members, including design
consultants, sub-contractors, advisors and agents to
l
communicate directly with one another.
e o l fi e
o r e o e or ee er
re re ll r e e le o
ree e ell re or o ll fi e rel e o e o o or e
Wyatt Federal Building o r l e o fie o e o l e
architect and contractor be required to maintain these
records, releasing the owner from this obligation. The open
Autodesk Inc. book contract language gives the owner the right to audit or
review any information relating to accounting records and
business methods used to determine costs. The contract
e l e o e oo e or ree o fi e oll r
er e l rfiel
amounts.
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Making
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Decision
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Decision Making

MERCY Master Plan The Project Management and Implementation Teams

have met weekly for 3-4 hours since the project began.
Facility Remodel
ee e fi e ro e e e e le r e
how to have the right people there at the right time. The
re e ller meetings became more effective by splitting the time into
e o el o l e e fir l o e ee l e e e re
team and typically focuses on the Last Planner Schedule,
o o fiel e o rele
l
information to the foreman. The second half of the meeting is
e o l fi e
only for those who need to be there and is focused mostly on
project costs, schedule and design progress under review.
ree e ell Communication and decision-making also occurred
Wyatt Federal Building outside the weekly meeting schedule. When team members
e e r e fiel oo r e o or
resolution at the weekly Wednesday meeting, an ad-hoc
Autodesk Inc. conference call with the integrated team members would
be assembled. Simply having a conversation among the
diverse array of team members often resulted in a quick
e o o er o o ool o r
er e l rfiel
was installed in a conference room within the hospital but
e l fi e l
at the time of this study has not yet been put into action.
e I le e o e el e e e o r
r l le o l re will facilitate remote communication by allowing review
Hospital Expansion and mark-up of photos or drawings that can be shared
immediately with the off-site team members.

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance

Culture
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Culture

MERCY Master Plan For this team, the biggest change from a traditional it.” Changing this behavior took time and required a shift to e re l fie e e er ere re e e le
delivery was the elimination of silos. Team members the realization that everyone is part of the same team. The e o fie role or e er o el re IPD
Facility Remodel
observed that although some of their colleagues initially tried architects also had to learn what level of detail was actually o l o e er e re e e e
to stay within familiar roles, after a few meetings all team needed to communicate information to the integrated team also had to be made to their in-house Quality Assurance and
re e ller members became accustomed to sharing information and members. Another challenge for team members new to IPD l o rol ro e e re efi e e o
e o el communicating openly. The trade contractors commented was abandoning the “cover your ass(ets)” or CYA mentality. for QAQC to align with the new delivery phases of IPD.
that IPD empowered them to work directly with the engineers For example in a traditional delivery method, if something Some of the owner’s facility managers had reservations
o e elo ol o o e er I e o e I comes up such as a change order, all work stops until the going into IPD because it was new and required some
l order is signed or a construction directive is given, but in this changes in roles, but they have now fully embraced IPD.
ell e e er e eer o fi o r or
e o l fi e process the team reacts immediately and collaboratively. Construction in any working hospital environment has a
used their experience to help suggest solutions. According
to one of the mechanical contractors, “typically decisions are Any formal documentation is essentially done for recording fi o l o er o or r
ree e ell one-sided, but in this case we have a real reciprocal working purposes rather than following CYA or requesting additional of a transparent team has created the opportunity for the
Wyatt Federal Building relationship.” costs. facility managers to provide input, greatly reducing their
Early involvement, aligned goals, and transparency were stress compared to previous renovation experiences, see
the primary contributing factors in creating an effective Contractor Implementation for more information on Daily Huddles.
Autodesk Inc. collaborative culture. As the owner’s representative said, The contractor observed that early involvement created Transparency provides a higher level of awareness and
“The team worked for months without a contract. The team the biggest change, eliminating silos within the construction trust between the facility managers and the construction
got paid without a contract. The commitment, collaboration trades. In a conventional project, the key sub-contractors team. Plus, the increase in communication allows the design
and communication were the outstanding pieces of this would be brought on late in the project through a competitive and construction team to plan work more intelligently and
er e l rfiel
whole process.” The team agreed that early involvement bid process. Shortly after award, they would be expected coordinate work with the facility managers, giving them more
e l fi e l
was one of the most important IPD strategies for achieving to put the work in place with limited time to familiarize time to prepare the hospital staff for interruptions.
collaborative attitudes across the board. The team refers themselves with the documents. The conventional bid
r l le o l re to the resulting culture as, “everybody has some skin in the process for sub-contractors often results in major challenges
Hospital Expansion game.” fi re o or o e o ro e
Comments from several team members emphasize knowledge and lack of team building. The early involvement
e l le e o o IPD re re e l of key subs has had a tremendous impact on the culture
St. Clare Health Center adaptability to new roles, and evolution as an organization. of the team – it helped build trust and respect among team
members, eliminated the knowledge transfer disconnection
Architect and achieved buy-in from the entire team.
Encircle Health Ambulatory Infusing the IPD mindset throughout the organization
was a challenge for the architect. For example, many Owner
Care Center
experienced architects were accustomed to using “defensive To become an equal member in the IPD team, the owner
detailing because you know in a traditional method, if it is had to adapt. As an organization, they had to transparently
Walter Cronkite School of not in the drawings and you go out for bid, you won’t get acknowledge their own strengths and weaknesses. To
Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data

Workplace
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Workplace

MERCY Master Plan Not co-located, but shared workspace available

Facility Remodel
The project team was not co-located. The option was
discussed but the team felt they could coordinate effectively
re e ller through regular team meetings. The team set up an easily
e o el accessible “hub” within the hospital. The team uses this
space to review and work with documents and to conduct
user meetings. The furniture is laid out in a doughnut
l
o fi r o eo ree o e ll
e o l fi e
o r ee Information Sharing, on the fourth.
Network connectivity is also provided for individual laptops.
ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Sharing
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency

Information
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Information Sharing

MERCY Master Plan Tools valuable in terms of increasing the construction team’s
o r awareness of the special requirements of constructing within
Facility Remodel
o ere e ll an actively operational healthcare environment. The daily
l huddles (see Implementation) have been instrumental in
re e ller e or e Pro e e e e facilitating effective communication between the construction
e o el team, the facility manager, and hospital staff in order to
eo e e e olo e e e ll e maintain uninterrupted and safe hospital operations
implementing to communicate with off-site team members during construction.
l
o o er ee o r
e o l fi e
Board is a large-scale interactive tool that allows people in
distant locations to look and manipulate the same document
ree e ell in real time. There is one located in the “hub,” a conference
Wyatt Federal Building room at the hospital.

Meeting Frequency
Autodesk Inc. D l le I le e o e Pro e
Managers as needed)
ee l Pl er ee Pro e e e
Implementation Teams)
er e l rfiel
ee l o e e ee Pro e e e
e l fi e l
Implementation Teams)
o l Pro e e e ee
r l le o l re o ere e ll ee e
Hospital Expansion
When the team compared the project meetings for this
project against their previous experience with non-IPD
St. Clare Health Center projects, they found a much more diverse group of people
attended and the information shared was at a higher
level. They also noted that project decisions were made
Encircle Health Ambulatory immediately, whereas in their previous experience issues
Care Center raised in project meetings typically took 2-3 days to resolve.
From the facilities management standpoint, the
IPD process has increased meeting frequency and
Walter Cronkite School of interdisciplinary communication. This has been incredibly
Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
BIM
Cathedral Hill
Hospital BIM

MERCY Master Plan Model Manager BIM, they scaled back their expectations for the model’s
r e rr use. The model will be used for 100% of Detail Design and
Facility Remodel
Implementation Documents as planned but other functions
Management Protocol have been dropped. In particular, the contractor’s use of the
re e ller I l I or o o el Pro o ol model for scheduling (4D) has become less important and
e o el Exhibit the goal of sharing the model with the entire project team
has been scaled back so that it is now only shared between
AIA E202 BIM Protocol Exhibit was used in this project. e r e rr e eer or e o lo
l e o el or o r or r o D
According to the AIA E202 document, the architect was
e o l fi e been abandoned.
assigned as the manager of the model beginning at the
inception of the project. This made Array responsible
ree e ell or e l ro o ol or o el r file
Wyatt Federal Building storage, model access, and clash detection. They were
also responsible for ongoing model management and
maintenance.
Autodesk Inc. For each project phase, the E202 requires the team to
fi e le el ro re e le o e er e e e el
o De elo e D o o el ele e e le o e
ro D e er l o D
er e l rfiel
which requires accurately modeled construction assemblies.
e l fi e l
e e o e o e e D o l l e
fabrication, assembly and detailing information. However,
r l le o l re due to the lack of accurate as-builts of the existing facility
Hospital Expansion the team realized the maximum they could achieve would
e D ere ore D e e le el e
e fie e o e e e e I le e o
St. Clare Health Center Documents phase.
The team has spent a great number of hours modeling,
o o fi e e r e or ll o ee
Encircle Health Ambulatory team members concluded that BIM may not be appropriate
Care Center or o le re o o ro e e e ro
ool or ro e e e er e e fi l r el
inputting complex existing conditions and excess rework
Walter Cronkite School of due to in situ site discoveries. As the team struggled with
Journalism

UCSF Mission Bay P I I DI P I

e l or o Hospital Single Multi-party Mercy Health Partners Array Healthcare Facilities Donley’s Inc.
Medical Center Partners Facility Contract - AIA C-191 e o l e l e er Solutions, Inc.
Masterplan Community Health Partners
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
At a Glance

Survey Data

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description Project Characteristics Project Delivery Experience

er Pl P re e ller I er or P I P I P P
fi e e o el
l e o el D I
I Sioux Falls, South Dakota P I P I BID 83%
BUILD *
Lawrence & Schiller I DI P fi e e o o
Remodel Multiparty–Custom series PI D P I
D I
83%
of contracts BUILD *

re e ller I I
l
e o l fi e I r e IPD 0%

Mark Luke Construction

ree e ell P P I IP D
P August 2010
Wyatt Federal Building
P I Unknown
This chart illustrates the number of projects survey participants have
Autodesk Inc. worked on since the year 2000 for each delivery model. Since IPD is
relatively new, it’s not surprising that the majority of participants have
not worked on more than 2 IPD projects. This chart also identifies the
relatively experienced teams, those with at least some participants who
have worked on more than 2 IPD projects.
er e l rfiel
e l fi e l Building Size 7,000 sq. ft.

r l le o l re
Hospital Expansion

St. Clare Health Center

Project Cost $500,000

Encircle Health Ambulatory $

Care Center

Walter Cronkite School of

Journalism
Schedule 6 months design 3 months construction
UCSF Mission Bay
Medical Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Description
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Project

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description
P re e ller I er or r e r e o r o le r l
er Pl (electrical contractor), and Midwest Mechanical
l e o el fi e e o el
(mechanical contractor).
I Sioux Falls, South Dakota e re e ller re o el e fir IPD
Lawrence & Schiller I DI P fi e e o o project for all of the parties involved, however they had
all been working together for years following primarily
Remodel Multiparty–Custom series design-build delivery.
of contracts
l re e ller
e o l fi e I I D I fiel e I er or
I r e
ree e ell
Mark Luke Construction I r re e ller r e fir
Wyatt Federal Building
in Sioux Falls South Dakota, was seeking interior design
I Electric Supply
er e or e re o el o er re oo o fi e
Autodesk Inc. MECHANICAL Midwest Mechanical e rel o er or e fir fiel
P August 2010 e I er or fiel e fie e ro e e l
opportunity to test out an integrated delivery approach with
P I Unknown several long-time collaborators. The project team partners
er e l rfiel
ere e le fiel or e ro l e
e l fi e l liability company (LLC) company called Innovative Solutions
ro I o e er e ro o e I e r e
r l le o l re Pro e Del er ro o re e ller e le
Hospital Expansion agreed to support the team in this IPD endeavor because
r e fir e el o e oll or e
approach was well aligned with their values and identity.
St. Clare Health Center I e l or or o ll IPD
LLCs are formed to join together the architect, contractor and
o er or or r o or o e e fi ro e I e
e o ro e e fi r er e o
Encircle Health Ambulatory
or e olel o e e o er o fiel e
Care Center
ol o rr fiel re e ller e ro e
o er o r e I e e r e e r er
Walter Cronkite School of l e fiel e I er or er or e er
Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Profile

Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

IPD

BIM
Cathedral Hill
Hospital IPD Profile

er Pl
Market Position
Because this is a delivery process there is no scale limitation [to the size of project
l e o el appropriate for IPD]. I er or De er fiel e I er or ll e oor or I

Lawrence & Schiller

Technical Cost
Remodel Complexity Predictability

l
e o l fi e

ree e ell
Wyatt Federal Building Schedule
Management Predictability

Autodesk Inc.
Market Position was the critical driver for forming Innovative Risk was not a motivating factor for the owner to agree
ol o ro I ro o I e r e Pro e to IPD.
Delivery approach. In a tight economy, all parties determined
er e l rfiel
that gaining experience in this fast growing delivery process Technical Complexity of the design, a 7,000 sf interior
e l fi e l
o l ro e e fi r e e llo remodel was not a driving motivator.
them to deliver a better product to owners.
r l le o l re
Hospital Expansion Cost Predictability was a huge factor in deciding to try IPD
primarily because they needed to reduce the original design
estimate of $700k to $500k.
St. Clare Health Center
Schedule Predictability was not a critical driver of IPD. The
o er re e lo e l e o e
Encircle Health Ambulatory deadlines. Finalizing the design was put on hold until after
Care Center the November 2010 elections. May 2011 is the critical path
e l e e e e re e ller r o
new interns that will need workspace.
Walter Cronkite School of
Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection
Data

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Survey

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Survey Data: n = 6

er Pl was not a multi-party contract. This project was not asked

l e o el questions related to the effect of the contract on trust and
respect.

Lawrence & Schiller Risk/Reward

Remodel This team did have a form of shared risk/reward, but
based on interviews participants did not clearly comprehend
the application of this strategy, see e r The major-
l o re o e ere re o e r re r
e o l fi e er e e
arrangement on the project, however 33.3% did not respond
o r or e or er
Architect - 0.0% Pro e er o e e o e re o e o ere re e
Engineer - 0.0% Associate Professional - 0.0%
ree e ell Contractor (trade) - 33.3% Assistant Professional - 0.0%
er e e e re r re r o o el e
Wyatt Federal Building Developer - 0.0% Production/Technical Staff - 0.0% ere o ee e e ee e e er r
Interior Designer - 33.3% fi e r e and respect for the other contracting parties.
er

Autodesk Inc. Liability Waivers

BIM Experience Based on interviews and review of the contract, this team
According to interviews, only the architect is using BIM. It did not have waivers on liability, see Liability. This strategy
was not used as a collaborative working tool between con- or survey question was not well understood by respondents.
er e l rfiel
tracting parties. Questionnaire responses not relevant. e r o re o e orre l ere e
e l fi e l
ere ere l l er le orre l o
Previous Experience ere o re e r o re o e o
r l le o l re e o e o er el l e er answer this question.
Hospital Expansion organizations had previous working experience together.
This also carried over to individuals who also had all (100%) Fiscal Transparency
worked together in the past. Based on interviews this was a ro e fi ll r re e ee o r
St. Clare Health Center fi or e e e o or e r e parties, see Transparency o re o e ere
and test this new collaborative delivery model. This is an op- re o e fi l r re re re e o e re-
portunity for future study. sponding no or not sure; however 33.3% did not respond to
e e o e o r o ere re
Encircle Health Ambulatory
Multi-party Agreement e er e e fi l r re er o e
Care Center
Based on interviews and review of the contracts, this e ere o ee e e ee e -
project used a series of multi-party agreements for each fect on their trust and respect for other contracting parties.
Walter Cronkite School of development phase, see Contract. The construction portion
Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Contract
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Contract

er Pl Contract Type
l e o el o er e o o r e ee re e Commercial Terms
ller I o e ol o ro The agreements for each project phase were between
e o er I e r e ol o ro I ll
Lawrence & Schiller Contract Issued collaborating parties, except the owner, into one entity.
Remodel P e e l The team proposed a shared risk and incentive structure, but
P e De De elo e o ell efi e e ree e ee
P e o r o D issued at the date of this case study (see e r ).
l There were no references to limitations on liability or special
e o l fi e insurance requirements.
ro e e o r o l e r l role
in driving the integrated process. The team considered a
ree e ell standard form IPD contract, but for this scale of project Relational Expectations
Wyatt Federal Building and the clients they work with, all of the currently available The IPD approach was outlined in the Phase 1, Feasibility
standard documents seemed overly complex. According to proposal to the owner that stated that this project would
the contractor, “the existing [AIA] contract is 120 pages long, use “trust based relationships to design and Implement with
Autodesk Inc. put that in front of a client and they are going to laugh at you better outcomes for all parties involved.”
and walk away.” The team agreed they are ideally looking for
an IPD contract less than 20 pages. Implementation Tools
ro e le o r or No unique collaborative tools were referenced in the
er e l rfiel
agreement, the team developed proposals for each phase custom agreements.
e l fi e l
of work, broken down into three phases: 1) Feasibility;
2) Design Development; and 3) Construction. The owner
r l le o l re signed off on each phase separately as the price became
Hospital Expansion ore efi e e e e e e o l e e
r ee Pr e e l e DD
the signoff for Phase 3 Construction would occur before
St. Clare Health Center 99% deliverables were issued. At the time this study was
o e e fi l o r rr e e o
been decided.
Encircle Health Ambulatory e e e o e ro e re e or o e
Care Center custom agreements, the terms of the IPD process were not
e e el efi e

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
Goals
Case Studies

BIM
Cathedral Hill
Hospital Goals

er Pl Process and Alignment

l e o el The programmatic and design goals for the project were
relatively conventional compared to the innovation expected
from an integrated delivery process. Some innovation
Lawrence & Schiller was apparent in establishing project goals, through a
Remodel collaborative programming session between the owner and
e e re I e ro r e o l e e
o r or el e e re e er o e
l
on the team was aligned with the owner’s desired outcomes.
e o l fi e
See more about this in the Early Involvement section.

ree e ell Goals

Wyatt Federal Building The design goals for the project were to achieve a
work environment that supports creative collaboration and
er o e ee e re e ller r e
Autodesk Inc. e or e e e o re e e e o e
owner as the “idea company.”

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Risk/Reward

Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Risk/Reward

er Pl Establishing the risk reward structure was the most The team anticipates that the completion of this project
l e o el challenging aspect of IPD for this team. The Innovative will give them a better understanding of the cost savings and
ol o ro I ll e er e re l e o IPD ll el I e er efi e r re r
getting into the shared risk/reward, we are all are scratching structure and incentive criteria for future clients.
Lawrence & Schiller our head. What does it mean and how far do we take it?
Remodel We want to make sure we are not making decisions that
ultimately will make this an unsuccessful project for us.
There is no manual.”
l
The owner had very little involvement with the incentive
e o l fi e
l er I e e e r re e er l o
e r rofi r r r re
ree e ell o l e e r ee ro o l o re e ller e
Wyatt Federal Building proposal broke out each party’s allowable cost (their direct
compensation, materials and direct burden costs), and an
e e o e o o e r rofi e ee r re
Autodesk Inc. was transparent; however metrics or goals tied to the
incentive payments were not established.
o l r e o e efi o el er e o e
contractor put together a cost analysis that estimated the
er e l rfiel
owner would save 10% using IPD instead of design-build
e l fi e l
delivery. The contractor planned to validate these estimates
as the process unfolds. At the time this study was conducted,
r l le o l re the team attributed cost savings to the transparency gained
Hospital Expansion through early involvement of sub-contractors, who were
le o e er er e ro e e e e
and product/system selection decisions. This allowed cost
St. Clare Health Center estimates to be more accurate and product/system selection
to be more thoroughly considered in terms of design,
installation, and operation. The team expects this will reduce
Encircle Health Ambulatory fiel oor o o r o e ee
Care Center eliminate “headache money” and provide the owner
better value.

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Liability
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Liability

er Pl The contracts did not include a “no sue” clause, however

l e o el the Phase 3 contract had yet to be developed at the time of
this study.

Lawrence & Schiller Dispute Resolution

Remodel ere o l er eD e e ol o ro e re
e fie e o ree e

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Insurance
e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Insurance

er Pl No unique characteristics, standard professional liability

l e o el products used.

Lawrence & Schiller

Remodel

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Leadership
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Leadership

er Pl Champion design-bid-build delivery. Some of their experiences

l e o el I e r e e o l er had been successful and others not, so they were very
interested in testing this new approach to better manage
Team Structure cost and schedule.
Lawrence & Schiller I e r e e I o e ol o ro
Remodel
fiel e I er or ro o e e e o IPD
e o er o fiel rr fiel ol e e
l
oll or e ro e el er o e e e ro e e
e o l fi e
ller or oo e o er l e l e
e ol o e e e l re o r e or e
ree e ell I e fiel l o re o le or e l e
Wyatt Federal Building I o o ol o ro I e o o or
I ere r r l ro e r e r e
er e e o e r e fiel e I er or o
Autodesk Inc. are often referred to as the “furniture people,” to a company
that could manage the entire delivery process. From there
they selected partners from the design and construction
community in Sioux Falls to build the integrated team. See
er e l rfiel
more in Firm Selection.
e l fi e l
eI o e ol o ro I ll e er
was responsible for facilitating the IPD process, however all
r l le o l re members agreed that it was truly a team effort with everyone
Hospital Expansion fully engaged, they speculated that this was perhaps
because they were learning about the process together.
I r e ee or o e er oll or e
St. Clare Health Center capacity for six years and had done other projects as the
e I r r l ollo e l e o I
proposed the IPD process to several of their clients and
Encircle Health Ambulatory re e ller e fir o ree o e
Care Center e r e er e e re e
ller e r e fir or fiel o e ere
l r e e o l o I e o
Walter Cronkite School of er lo o e o e le l r e
Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals

Firm
o l
Case Studies

BIM
Cathedral Hill
Hospital Firm Selection

er Pl fiel e I er or I o e ol o
l e o el ro I o er o ro e er o
the design and construction community in Sioux Falls. They
ele e r er o ere ll o re e e l e
Lawrence & Schiller e ol o e r e e oll or e r o o I
Remodel and were passionate about moving their respective practices
in this collaborative and integrated direction. All the partner
members had previously established professional and
l
personal relationships.
e o l fi e
Architect
ree e ell The architect was selected because of an interest and
Wyatt Federal Building philosophical alignment with IPD. The individual architect is
e lo e r e o r e e r el
I or ro e e o er o r e e o o
Autodesk Inc. this arrangement.

CM/GC
Mark Luke Construction was selected due to their pre-
er e l rfiel
e rel o fiel e I er or
e l fi e l
strong interest in pursuing an integrated delivery philosophy.

r l le o l re Trades
Hospital Expansion Unique to the IPD process, the team selected sub-
contractors based on expertise rather than initial pricing.
Selection also came down to past working experience
St. Clare Health Center and trust.

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Team
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Team Selection

er Pl Because the design and construction community in Sioux

l e o el Falls is small, there was overlap in criteria for Firm Selection
and individual team member selection (see Firm Selection).
In some cases individual team members were hand
Lawrence & Schiller e or e le e r e re fir o ele e
Remodel or r o e l r e fir
working on the project has independently committed to
the process.
l
The team agreed that selected individuals had to have the
e o l fi e
right attitude – one committed to change and learning from
e ro e fiel e I er or e ll
ree e ell attempted an IPD approach on other projects but found the
Wyatt Federal Building team members were not committed and reverted to business
as usual.

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Planning
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Project
Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Planning

er Pl Resources Referenced
l e o el e o er l e l e e ol o
D o IPD er
r o o l e re o r e
Lawrence & Schiller
Remodel The team considered education to be critical to prepare
or e IPD ro e o efi e e e o o e ro e
and align motivations, all partners of Innovative Solutions
l
ro I ere re re o re e o er l e l
e o l fi e
e e ol o e e er o e o er e ere
also given a copy of the book.
ree e ell To help the team better understand the process and
Wyatt Federal Building discuss the team’s comfort level with the project’s shared
risk/reward component, they held a round table discussion
and brought in an experienced IPD professional for advice.
Autodesk Inc. All team members attended this meeting (the owner was
invited but was not able to attend).
The contractor also developed a cost analysis of IPD
vs Design-Build based on their experience over the past
er e l rfiel
8 years in conceptual estimating. This analysis was
e l fi e l
used to better understand the potential value of IPD and
communicate with the owner. The analysis will serve as a
r l le o l re benchmark for the team to compare outcomes of the IPD
Hospital Expansion process with anticipated timesaving, reduction of rework, and
re e e fi e e

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Implementation

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Implementation

er Pl There were no unique IPD tools used in this project to

l e o el facilitate collaborative behavior.

Lawrence & Schiller

Remodel

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Involvement
Definition of Terms

Information Sharing
Project Description

Early Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Early
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Early Involvement

er Pl CM/GC
l e o el Feasibility/ Programming

Trade Contractors
Lawrence & Schiller Feasibility/ Programming
Remodel
The team found that early involvement by key players
created enormous value. Cost model estimates indicating
l
the integrated process would save 10% over design-build
e o l fi e
were greeted with skepticism since many felt the design-
build delivery was equally collaborative and effective as IPD.
ree e ell But, as savings appeared attributable to earlier involvement
Wyatt Federal Building of the subs, team members became convinced of the value
of IPD.
ere re e er l e efi o e rl o r or
Autodesk Inc. involvement that translate to cost savings and better value
for the owner. First, bringing the subs in during programming
meetings helped them understand the goals of the owner
and project. This deeper understanding helped them fully
er e l rfiel
engage in the project and motivated them to work hard on
e l fi e l
reducing costs while still achieving the aesthetic goals of the
project. Second, during an early programming meeting with
r l le o l re e o er e l e ro e e e fie
Hospital Expansion potential issues that may have previously been overlooked
without their expertise. This made them able to participate
in early design discussions where they asked questions and
St. Clare Health Center made suggestions to the designers that led to cost savings
in system selection and coordination. And third, because
the subs, who will be executing the construction, more fully
Encircle Health Ambulatory understand the project, they expect to reduce construction
Care Center time by 20%.
fi ll ere re o r l re e
o r o o le o e re e
Walter Cronkite School of corrected on an ongoing basis within the team.
Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning

Transparency
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Transparency

er Pl The team operated in a very transparent manner,

l e o el see e r .

Lawrence & Schiller

Remodel

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Making
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Decision
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Decision Making

er Pl The team felt that collaborative decision-making coupled

l e o el with early involvement of contractors created the most
valuable aspect of the IPD process: instilling buy-in from the
team. As the contractor said, “all parties own this project.”
Lawrence & Schiller Most decisions were made during the weekly design
Remodel meeting. The owner was brought into these meetings on an
as needed basis to ensure design decisions aligned with
the owner’s priorities. The process was more collaborative
l
within the integrated team, but owner involvement was not
e o l fi e
fi l ere e l ro e e e
worked on previously.
ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance

Culture
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Culture

er Pl e le r r e or e e rel el o
l e o el free, however cultural shifts were required to break free of
ingrained roles and responsibilities. Some team members
felt there was attitude differences between generations, the
Lawrence & Schiller older generation wanted control and the younger generation
Remodel recognized the advantages of collaboration. As the Alliance
Manager stated, “A lot of times when you have been in the
business for so long, you want the easy button – and this is
l
not the easy button.”
e o l fi e
eo e o fi l l r l e o o e
away from a hierarchical structure to a distributed structure
ree e ell where experts are utilized to lead the process as needed.
Wyatt Federal Building There is no dictator, which has been a shift for team
members accustomed to having a project manager (PM)
in design-build delivery. Normally, the PM would identify
Autodesk Inc. o re o l e e o r eo
action. In the integrated approach, the team talks to each
o er olle el e fie ol o
Periodically team members had to remind their colleagues
er e l rfiel
not to fall back into familiar roles. For example, there were
e l fi e l
instances when team members had to be prevented from
making decisions in their individual silos apart from the team.
r l le o l re er ll e e er e l o o e le
Hospital Expansion and making suggestions.

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data

Workplace
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Workplace

er Pl Not co-located
l e o el
The team was not co-located. Meetings were primarily
el fiel e I er or o ere e roo
Lawrence & Schiller which could be reached within a 10 minutes drive for all
Remodel the team members.

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Sharing
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency

Information
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Information Sharing

er Pl Tools
l e o el Email
Face-to-face exchange – weekly meetings
FTP site
Lawrence & Schiller
Remodel The contractor, Mark Luke Construction, has an ftp site to
share plans, but most of the communication and coordination
happened through email, phone or in the weekly design
l
meetings.
e o l fi e

ree e ell Meeting Frequency

Wyatt Federal Building Weekly design meetings

The project team was not very large, approximately 10

Autodesk Inc. people including the architects, interior designers, general
contractors, mechanical contractor and electrical contractor.
Everyone knew each other well and were comfortable
communicating as needed, often emailing in the middle of
er e l rfiel
the night.
e l fi e l
Formally, the team held a 2-hour weekly design meeting
or e re e ller re o el ro e rl o
r l le o l re meetings were formal with the Alliance Manager issuing an
Hospital Expansion agenda and meeting minutes, but this quickly developed into
a more casual structure with quick emails to notify the team
of topics for which to be prepared.
St. Clare Health Center e e rel el ll eo e e
construction community in Sioux Falls, team members often
interacted three or four times per week throughout
Encircle Health Ambulatory the course of normal business, providing many opportunities
Care Center to discuss issues in-between the regular meeting time.

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
BIM
Cathedral Hill
Hospital BIM

er Pl Model Management
l e o el Not Applicable

Management Protocol
Lawrence & Schiller Not Applicable
Remodel
The architect used BIM software on this project, but
primarily for executing work and visual communication with
l
the owner, not as a collaborative working tool.
e o l fi e
BIM has not been widely adopted in the Sioux Falls
market and therefore, on this scale of project, it was
ree e ell cost prohibitive for the entire team to implement the tool.
Wyatt Federal Building Everyone on the team recognized that this is where
the industry is moving and are all working on preparing to
transition to this tool.
Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

re e ller Sioux Falls, fi e e o o Multiparty–Custom series re e ller r e Mark Luke
Medical Center I er or fi e South Dakota of contracts Construction
e o el
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
At a Glance

Survey Data
e

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description Project Characteristics Project Delivery Experience

er Pl P l P I P I P P
e o l fi e
l e o el D I
I Austin, Texas P I P I BID 78%
BUILD
re e ller I DI P fi e e o r o
e o el Single Multi-party Contract - PI D P I
D I
22%
o e D BUILD

l e l e I I
SpawGlass Austin
Regional Office I r e ro o re IPD 0%

l o r or
ree e ell P P I IP D
Wyatt Federal Building P April 2010

P I Unknown
This chart illustrates the number of projects survey participants have
Autodesk Inc. worked on since the year 2000 for each delivery model. Since IPD is
relatively new, it’s not surprising that the majority of participants have
not worked on more than 2 IPD projects. This chart also identifies the
relatively experienced teams, those with at least some participants who
have worked on more than 2 IPD projects.
er e l rfiel
e l fi e l Building Size 15,370 sq. ft.

r l le o l re
Hospital Expansion

St. Clare Health Center

Project Cost $2,800,000

Encircle Health Ambulatory $
$
Care Center $

Walter Cronkite School of

Journalism
Schedule 8 months design 10 months construction
UCSF Mission Bay
Medical Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Description
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Project

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description
P l
er Pl e o l fi e
l e o el
I Austin, Texas

re e ller I DI P fi e e o r o
e o el Single Multi-party Contract -
o e D

SpawGlass Austin l e l e
Regional Office I r e ro o re

l o r or
ree e ell I e rl l o e e e o l
P April 2010 e re o l o fi e or l o r or
Wyatt Federal Building
e e o fi e l e o e e o r o
P I Unknown
ro el l o r or e
Autodesk Inc. as both the general contractor and owner, on behalf of
l e l e e e re e l e
an “Austin feel” and began looking for an architect. They
o ere e er l r e re fir e re
er e l rfiel
e ore r e e o r e ro o re
e l fi e l
r e or ol o e ell ro e
e o l l o e rel o
r l le o l re e o o ro e o l er o l
Hospital Expansion experiences.
er ele e l ro e
by a local attorney who introduced them to the concept
St. Clare Health Center o I e r e Pro e Del er IPD l e e
to use the project as an opportunity to try IPD. They felt a
completed IPD project could position them as an industry
leader. After research comparing standard form IPD
Encircle Health Ambulatory
o r l o e o e o e D
Care Center
tri-party contract for collaborative project delivery developed
e o e e er l o r or o er
Walter Cronkite School of and partners.
Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Profile

Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

IPD

BIM
Cathedral Hill
Hospital IPD Profile

er Pl
Market Position
“You never feel like there is an issue or an adversarial side of this process. Monetary rewards are fine,
l e o el but at the end of the day, the biggest lesson learned is that we went through this process together. [We
can] share the story and take away some ideas on how to communicate, work together and strengthen
re e ller that [relationship].” Pro e er l
Technical Cost
e o el Complexity Predictability

SpawGlass Austin
Regional Office

ree e ell
Wyatt Federal Building Schedule
Management Predictability

Autodesk Inc.
Market Position e re e o or or l Technical Complexity of the design, a 15,000 sf single level
to push for IPD. The contractor desired to be on the cutting o fi e l o r o or e ele o
edge with the “best tools, equipment and innovation.” They of IPD.
er e l rfiel
saw there weren’t many IPD projects being done in the
e l fi e l
market and decided they should explore the process on their
o o fi e l e e lo r o e IPD
r l le o l re
Hospital Expansion Cost Predictability was important but not a major driver in
the decision to try IPD.

St. Clare Health Center Schedule Predictability was not a critical driver for this
team to pursue IPD.

Encircle Health Ambulatory Reduced Risk o r r r er rel el

Care Center low on this project because the owner and contractor were
the same entity. The owner already had a great deal of
control of the project.
Walter Cronkite School of
Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection
Data

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Survey

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Survey Data: n = 9

er Pl organizations had previous working experience. This also r or or er e e o eo e o ee e

l e o el carried over to individuals, with 88.9% that had previously e r e er e e ere o l
worked with other team members; only 11.1% did not have l l o ee e e o er r re e
previous experience. This past experience may have been a for project partners.
re e ller factor in the organizations’ willingness to embark on an inte-
e o el grated, collaborative delivery model, still a very new model Fiscal Transparency
e er l o e e fi e o or ro e fi ll r re e ee o r -
for future study. ing parties, see Transparency. Participants were not asked if
SpawGlass Austin e ere re o e fi l r re o ro e
er Executive - 44.4%
Regional Office o r or Senior Manager - 0.0% Multi-party Agreement all survey participants, they perceived the strategy to have
Architect - 33.3% Project Manager - 33.3% This project used the Consensus Docs 300 multi-party o e o ee e e ere o e
Engineer - 22.2% Associate Professional - 0.0%
ree e ell Contractor (trade) - 0.0% Assistant Professional - 11.1%
agreement, see Contract. This project was not asked if e e e ee e o er r re e o r
Wyatt Federal Building Developer - 0.0% Production/Technical Staff - 0.0% e ere re o e l r ree e ll r e the other contracting parties. However there was variation
Landscape Architect - 11.1% fi e r e respondents, they perceived the multi-party contract to have in degree between contract parties where owners perceived
er
o e o ee e e ere o e e re o e er o ee e e
Autodesk Inc. e e e ee e o er r re e or o er o r or or er e e o eo e o ee-
BIM Experience parties on the team. e e r e er e e ere o l
According to interviews with the team, they are imple- l l o ee e e o er r re e
menting BIM however it is fairly new to all the organizations, Risk/reward for project partners.
er e l rfiel
see BIM. The contractor (general contractor or construction This team did not fully implement a shared risk/reward
e l fi e l
manager) took the lead role in managing the model. Partici- strategy, see e r .
pants of this survey that interact with BIM in a technical way
r l le o l re re re e o r le o r Liability Waivers
Hospital Expansion o o er I o e oe e I This team had explicit waivers on liability between the
a technical way, the majority are architects (40.0%) and contracting parties, see Liability. Participants were not asked
engineers (40%), which is inconsistent with the contractor e ere re o e l l er o ro e
St. Clare Health Center as model manager. The technical ability of BIM users is less all survey participants, they perceived that the liability waiv-
e er e e el e er e e l- er o e o el e e e ere o -
ity and 40.0% as fundamental ability. This indicates that the ee e e ee e er r re e o r
team was likely focused on the technical learning of BIM and the other contracting parties. However there was variation
Encircle Health Ambulatory
o e oll or e oor o e efi o I in degree between contract parties where owners perceived
Care Center
e re o e o ee e e o -
Previous Experience
Walter Cronkite School of e o e o er el l e er
Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Contract
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Contract

er Pl Contract Type trust, good faith and fair judgment in their relationships with
l e o el le l r o r o e D the other contracting parties. Expectations were that each
party cooperates with each other to make decisions in the
Contract Issued best interest of the project.
re e ller April, 2010
e o el Implementation Tools
l o e o e e o e D Several process tools and strategies are referenced in
Standard Form of Tri-party Agreement for Collaborative the contract such as Lean Project Delivery Strategies (Last
SpawGlass Austin Project Delivery. They considered the AIA multi-party Planner System) and Target Value Design; however actual
Regional Office o r o el e o e D ore implementation of these tools has yet to occur on
accessible. There was no negotiation or customization this project.
ree e ell of the contract, they went through the form and checked
Wyatt Federal Building the appropriate boxes. The contract was also used as the
primary resource for educating the team on the process
of IPD.
Autodesk Inc. As a standard form, multi-party IPD agreement,
Consensus Docs 300 includes the commonly references
collaborative characteristics of IPD summarized below into
three categories: commercial terms, relational expectations,
er e l rfiel
and implementation tools.
e l fi e l
Commercial Terms
r l le o l re Collaborative commercial terms were present in the
Hospital Expansion agreement, such as shared risk reward, release from liability
or “Safe Harbor Decisions,” and the option to obtain project
e fi ro e o l l l r e e o r
St. Clare Health Center parties did agree to the shared risk/reward and release of
liability, but opted to obtain traditional professional liability
insurance products.
Encircle Health Ambulatory
Care Center Relational Expectations
The standard form contract contains some relatively soft
relational language under Article 3, Collaborative Principles.
Walter Cronkite School of The agreement required that each party commit to mutual
Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
Goals
Case Studies

BIM
Cathedral Hill
Hospital Goals

er Pl Process
l e o el l efi e e o l o e ro e r e
positioning drove the innovation goals for this project.

re e ller Goals
e o el l e o er re e lo
control over this project, which made it an ideal opportunity
to take some risks and invest in learning industry innovations
SpawGlass Austin IPD e D
Regional Office l o l l e o re D ol D
Silver was stated as the contractual goal. Innovative use
ree e ell o I o er o l or e e e e l
Wyatt Federal Building wanted to use this project to develop a proprietary facility
maintenance program that links equipment maintenance and
warranty information to the project’s BIM model. They saw
Autodesk Inc. this as a product they would be able to offer future clients
that would set them apart in the market place.
IPD became a goal for the team after the architect was
selected, see Firm Selection.
er e l rfiel
As typical of most building projects, meeting budget and
e l fi e l
staying on schedule were goals for the owner.

r l le o l re Communication and Alignment

Hospital Expansion o e ro e o l ere e o fi l e e
intending to align the interests of the contracting partners
e er o l e er or e o e
St. Clare Health Center o fi l e e o e o le o
needed to get the team on board and familiar with the
o e D re re e
Encircle Health Ambulatory
Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Risk/Reward

Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Risk/Reward

er Pl o e D r le efi e eI e e were not brought onto the CPD team until Construction
l e o el r r re or e ro e o l e e Documents. This is an indication that the CPD did not
process for establishing the budget, cost models and a take full advantage of early involvement of expertise when
Project Target Cost Estimate (PTCE). The agreement feedback could have provided the maximum cost savings.
re e ller re re e o er fir e l Pro e e
e o el based on the Design Budget and Construction Budget as
e e r e l o r or
respectively. The team was then required to use “diligent
SpawGlass Austin efforts to design the Project so that it may be constructed
Regional Office without exceeding the Construction Budget.” Achieving this
required ongoing Target Value Pricing and Cost Modeling by
ree e ell l o r or oll or o r e
Wyatt Federal Building Cost models were to be reviewed on an ongoing basis and
when the models were not in conformance with the Project
e e e e ro o e er e e
Autodesk Inc. Collaborative Project Delivery (CPD) team’s course of action.
The PTCE was to be established “at such a time as the
e e ro e er e e ro e e
fi e l o le e
er e l rfiel
Although the contract outlined a Project Target Cost
e l fi e l
e e PD ll ollo e ore o r ee
Pr e P o r re ore ee
r l le o l re e o o ro e oo fill o e e re re
Hospital Expansion amounts of excavation. The team didn’t know how to adjust
the PTCE to account for this unforeseen condition and
for the sake of expediency, reverted to a more familiar
St. Clare Health Center cost model.
l o e re l r o re e ro e
architect immediate pricing feedback on design decisions.
Encircle Health Ambulatory e o r e fie e o r or o l e o
Care Center modeling input from the trade contractors in the “Preliminary
Cost Model,” “Schematic Design Cost Model” and the
“Design Development Cost Model,” however, the trades
Walter Cronkite School of
Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Liability
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Liability

er Pl r or o r o e D r le
l e o el 21, Indemnity, Insurance, Waivers and Bonds, includes
provisions that limit liability, or indemnity, between
contracting parties for claims that may arise in connection to
re e ller the project, but “only to the extent caused by the negligent
e o el acts or omissions of the [owner, contractor, and designer] or
anyone for whose acts or omissions [the owner, contractor,
or designer] may be liable.”
SpawGlass Austin
Regional Office Dispute Resolution
r le D e e ol o o e o r efi e e
ree e ell procedures for resolving disputes or claims that may arise
Wyatt Federal Building in connection with the project. The procedure follows four
stages of resolution: 1) Direct Discussion and engagement of
e ro e e e ro o Pro e
Autodesk Inc. Neutral mitigator, 3) Mediation and lastly 4) Arbitration or
Litigation. The team opted out of litigation and agreed to
arbitration should any dispute reach level 4.
er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Insurance
e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Insurance

er Pl No unique characteristics, standard professional liability

l e o el products used.

re e ller
e o el

SpawGlass Austin
Regional Office

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Leadership
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Leadership

er Pl Champion
l e o el er

Team Structure
re e ller Collaborative Project Delivery Team (CPD)
e o el
In this case the person advocating for IPD was the
e o l Pre e o l o r or o
SpawGlass Austin periodically involved in the process. There was no real need
Regional Office for an IPD team facilitator or champion of the process as all
parties felt their collaborative relationships were already well
ree e ell established. As the contractor’s PM stated, “I don’t know that
Wyatt Federal Building there is one direct person that is heading the IPD concept; it
is all of us just working through it together.”
The architect did have to invest effort in educating their
Autodesk Inc. consultants on IPD. Because of a lack of familiarity with the
contract “there was some hesitancy on their part.” Ultimately,
the architect got them to agree, primarily based on their
previously established relationships.
er e l rfiel
The Collaborative Project Delivery (CPD) team members
e l fi e l
did little to no preparatory research to familiarize themselves
with the process, see Project Planning for more information.
r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals

Firm
o l
Case Studies

BIM
Cathedral Hill
Hospital Firm Selection

er Pl e fir o ro e ele o o e IPD

l e o el l o e e o e IPD e e e
e or e ro e l o o o e IPD e
owner’s selection of the architect was relationship-based,
re e ller factoring their positive past working experience and trust.
e o el Austin is a small design and construction community
and all parties assumed collaborative process would be
followed regardless of delivery method. As described by the
SpawGlass Austin contractor’s PM, “In the end it became more of a relationship
Regional Office thing than anything else; a comfort level with someone we
had worked with.”
ree e ell l e e I D o l e
Wyatt Federal Building selection process. IPD was not discussed.

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Team
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Team Selection

er Pl e e fir ele o ro e e e er
l e o el consultant selection was primarily based on familiarity and
past working experience. When the idea of using IPD was
introduced, there was some reluctance from the architect’s
re e ller consultants, but eventually everyone accepted this
e o el approach. The team held an all-project team member kick-off
meeting where they discussed IPD and use of BIM. At that
meeting all team members committed to the goals of the
SpawGlass Austin project.
Regional Office l o e e fi e e er
criteria except to ensure their BIM manager was assigned to
ree e ell the project.
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Planning
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Project
Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Planning

er Pl Resources Referenced
l e o el o e D ree e
Discussion with IPD Attorney

re e ller A local attorney specializing in IPD introduced the idea

e o el o IPD o l el e o r e l IPD
interest. The attorney offered to consult on the contract,
l ro rel o e r e
SpawGlass Austin and felt comfortable working through the contract with them
Regional Office without hiring an attorney.
In general, the Collaborative Project Delivery (CPD) team
ree e ell did not do any preparatory research to plan for differences in
Wyatt Federal Building the IPD process as compared to more familiar methods such
as design-build or design-bid-build. As one team member
stated, “we did not sit down and lay out a plan based on the
Autodesk Inc. contract. We all just jumped in.”
The team did not consider any kind of redistribution of
project effort in anticipation of the IPD process. At the time
this study was conducted the team, especially the architect,
er e l rfiel
had found that more hours were required in schematic and
e l fi e l
e e elo e e I fi l or o e o
distinguish if the additional time and effort was attributable to
r l le o l re IPD or the implementation of BIM, which was relatively new
Hospital Expansion to both architect and contractor.

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Implementation

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Implementation

er Pl l o e o e D e re ere e
l e o el to using Lean Construction processes, such as the Last
Planner System, this team has not implemented unique IPD
tools in this project to facilitate collaborative behavior.
re e ller
e o el

SpawGlass Austin
Regional Office

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Involvement
Definition of Terms

Information Sharing
Project Description

Early Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Early
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Early Involvement

er Pl CM/GC
l e o el Feasibility/Programming

Trade Contractors
re e ller Construction Documents
e o el
The owner/contractor and architect worked together from
the beginning of the project, with ongoing constructability
SpawGlass Austin and cost estimating reviews. Constructability reviews
Regional Office ere o e o ee l l
Architects from schematic design phase through construction
ree e ell documentation. Cost estimating occurred multiple times
Wyatt Federal Building throughout the project at major phase milestones.
The MEP consultants and contractors were not brought on
until construction documentation phase (CD), indicating that
Autodesk Inc. in this project their involvement was similar to projects using
design-build delivery. However, unique to this IPD project,
l el e e ro e or ele o o e
MEP sub-contractors. The MEP consultants contracted
er e l rfiel
during CDs will carry the project through construction.
e l fi e l
o l o r o r e ree
that in the future they would bring sub-contractors on earlier
r l le o l re in the process, before the CD phase.
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning

Transparency
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Transparency

er Pl o r e o o e or re re e
l e o el contractor and trade contractors to maintain cost accounting
for all work performed under unit cost, actual costs for labor
and materials. The agreement assured the Management
re e ller ro e o e re or
e o el

SpawGlass Austin
Regional Office

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Making
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Decision
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Decision Making

er Pl The Management Team met once a week. The team

l e o el o e o o er ro l er
r l ro r e o o ll
e e o l Pre e ro l o l o e
re e ller e o o e l o e o er l e l e
e o el During the times when the owner’s rep was not available
for the weekly meeting, the team reports that their decision
making process is slowed. Depending on the issues
SpawGlass Austin discussed, other consultants were brought into the weekly
Regional Office meeting as needed. Because the owner and contractor were
essentially the same entity, most project decisions could be
ree e ell e e ee e o r or r e l
Wyatt Federal Building o r o D re or re o le or ro fi l o

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance

Culture
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Culture

er Pl Early and ongoing constructability reviews between

l e o el l o r or r e ro e
opportunities for team members to understand each other’s
processes and hold discussions more detailed than any
re e ller they had previously experienced. As the contractor’s PM
e o el stated, “it forces you to go over ever little nook and cranny
o o re loo o er e ree fi re
things out together.”
SpawGlass Austin Though the degree of interaction was intense, team
Regional Office members agreed that traditional roles remained unchanged
compared to teams in conventional delivery methods.
ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data

Workplace
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Workplace

er Pl Not co-located
l e o el
The team was not co-located. The team used the
weekly meeting (see Decisions Making) for face-to-face
re e ller interaction. Shared BIM viewing was productive but limited
e o el by conventional arrangement of individual computer screens
and lack of co-location (see Information Sharing).

SpawGlass Austin
Regional Office

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Sharing
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency

Information
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Information Sharing

er Pl Tools
l e o el l
o ere e ll
e or e Pro e e e e
re e ller (document sharing)
e o el
l e ro e or l e
e er o e e o e e o el or o
SpawGlass Austin
Regional Office Meeting Frequency
ee l e ee
ree e ell o ee re re
Wyatt Federal Building
In the weekly meeting, the team reviewed project
drawings and addressed other issues and concerns as
Autodesk Inc. needed. Weekly meetings are not unique to the IPD process
and the team commented that these meetings would have
occurred regardless of delivery method. Some of the most
valuable meetings were held around the computer screen of
er e l rfiel
the project architect, which allowed the team to review in real
e l fi e l
time and assist with team design decisions.
In this project, similar to conventional projects,
r l le o l re documentation of the meetings and distribution of minutes
Hospital Expansion and action items was the responsibility of the architect.
The weekly meetings were the most formal means of
oll or e Pro e Del er PD e er o er
St. Clare Health Center interactions were informally documented and consisted of
phone calls and email between all team members including
design consultants.
Encircle Health Ambulatory
Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
BIM
Cathedral Hill
Hospital BIM

er Pl Model Manager established responsibilities, protocols, and deliverable

l e o el o r or l requirements.
According to the team, the Federated Model will meet
Management Protocol construction needs. They intend to use the model in
re e ller o e D l I or o construction for layout and the subs will use the model
e o el Modeling (BIM) for production and fabrication. However, according to the
contract, the individual model authors are not held to a
ro e e o e D l certain level or accuracy and states that the “model can be
SpawGlass Austin Information Modeling (BIM) Addendum, to allocate BIM used for reference only and all dimensions must be retrieved
Regional Office responsibilities among the Collaborative Project Delivery from the drawings.”
PD e l o r or e fie e At the time this study was conducted, the team had found
ree e ell BIM Information Manager, which made them responsible for the model to be most valuable for project visualization. It
Wyatt Federal Building regulating access to the model and linking together individual improved team communication and ability to make design
models into a Federated Model. Each model provided decisions collaboratively. The team was not using the model
o l o l r e ere l e o for schedule, quantity take-offs or cost estimating at the time
Autodesk Inc. the base model but each maintained it’s own identity and of this study. The CPD team planned to use the model for
integrity. Each party was therefore responsible for their clash detection.
individual contributions’ to the Federated Model. l l o or o e elo ro r e l
e PD e e e l ee management software to assist in building operation.
er e l rfiel
e e lor or e e r re e They intend for this project to be a test case they can use
e l fi e l
ro e e fir ro e e ll or or e to demonstrate this software to future clients. The software
I r e e e o o ro e e ore will link the BIM model to facility maintenance schedules,
r l le o l re e l e o l fi e energy management, and equipment information to assist
Hospital Expansion The BIM Execution Plan (BEP) was developed as a in facility management.
e r e e re re o e D
efi e e o el ro o ol or e PD e
St. Clare Health Center e P efi e o el ere ee e e r e
their intended use. Certain design models were chosen to
serve as contract documents, the expected level of detail
Encircle Health Ambulatory D ro ro e le o e o l e e le
Care Center and procedures for delivering the models to the Information
Manager were determined, and dimensional accuracy
requirements established. The CPD worked through the
Walter Cronkite School of development of the BIM Execution Plan and collaboratively
Journalism

UCSF Mission Bay P I I DI P I

l Austin, Texas fi e Single Multi-party Contract - l e l e r e ro o re l o r or
Medical Center e o l fi e New Construction o e D
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
At a Glance

Survey Data
e

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description Project Characteristics Project Delivery Experience

er Pl P ree e ell P I P I P P
Federal Building Modernization
l e o el D I
I Por l re o P I P I BID 86%
BUILD
re e ller I DI P fi e e o o
e o el Multiple independent contracts– PI D P I
D I
31%
o o fie P BUILD

e er l er e I I
l
r o
e o l fi e IPD 6%
I r e
Cutler Anderson Architects
Edith Green Wendell P P I IP D
Howard S Wright (HSW)
Wyatt Federal Building
P December 2009
This chart illustrates the number of projects survey participants have
Autodesk Inc. P I May 2013 worked on since the year 2000 for each delivery model. Since IPD is
relatively new, it’s not surprising that the majority of participants have
not worked on more than 2 IPD projects. This chart also identifies the
relatively experienced teams, those with at least some participants who
have worked on more than 2 IPD projects.
er e l rfiel
e l fi e l Building Size 526,596 sq. ft.

r l le o l re
Hospital Expansion

St. Clare Health Center

Project Cost $123,151,653

Encircle Health Ambulatory $$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$
Care Center $$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$
Walter Cronkite School of
Journalism
Schedule 11 months design 30 months construction
UCSF Mission Bay
Medical Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Description
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Project

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description
P ree e ell eP o fie er o e r e el er
er Pl Federal Building Modernization
l e o el processes could achieve the required time frame. Howard
I Por l re o S Wright Companies (HSW) was selected as the CMc
(Construction Manager as Constructor) and was awarded
re e ller I DI P fi e e o o
the contract in December 2009, leaving approximately 8
e o el Multiple independent contracts– o o re o e re e e l e P
o o fie P

l e er l er e
r o
e o l fi e
I r e
Cutler Anderson Architects
Edith Green Wendell
Howard S Wright (HSW)
Wyatt Federal Building
P December 2009

Autodesk Inc. P I May 2013 I e o re r e or e

services on an extensive modernization of an existing 18
le el o er e l o e ere e er l
tenant groups. The modernization project consists of two
er e l rfiel packages to be designed concurrently: 1) Base Building
e l fi e l -Core/Shell and 2) Tenant Improvements. The original
contract followed a traditional design-bid-build delivery
model, but the project was not approved for funding and put
r l le o l re
on hold in 2007.
Hospital Expansion
In 2009 the project was reinstated under the American
e o er e e e l o o
St. Clare Health Center as Stimulus Funding), which required the project be
re o e o l e Per or e ree
l re re e I or er o ro re e
r ee Pr e P re re
Encircle Health Ambulatory e e er re e e er o r
Care Center r e o ee e e l e re o e
they would not be able follow their traditional P100 contract
Walter Cronkite School of ro e e e o l e o o e
Journalism

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Profile

Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

IPD

BIM
Cathedral Hill
Hospital IPD Profile

er Pl
Market Position e e fir ll re e o o fi e r e o r e e lfille re re e o l
ll e or e o or e o er fir o o le accurately coordinate tenant moves.
l e o el
projects, putting them at higher risk.
Risk Management was a primary motivator in general for
re e ller Cost Predictability was an important motivator in general o r e IPD l r e o er e e
Technical Cost
e o el Complexity Predictability or o e IPD Perceived Outcomes: From the multiple facilities and building projects, implementing delivery
o er er e e o eo e or e efi o processes that can be applied across multiple projects to
IPD l e fi e r e o r IPD er e e or er reduce their risk exposure in terms of cost, schedule, and
l r e P e e re e r re subcontractor claims is well worth the investment in IPD.
e o l fi e where everyone has some “skin in the game,” including the Perceived Outcomes: All team members agreed there are
trades, giving the owner a clear view into their production. or e efi o r o IPD e o e e l
Edith Green Wendell This allows the owner to identify where they are under- and transparency of the team. Compared to traditional
optimizing expensive resources, so adjustments can be delivery, the owner was more informed and aware of claims
Wyatt Federal Building Schedule
Management Predictability e o ee o o l e oo l o llo e o er and change order risk at all levels, from the prime contractor
access to internal contractor conversations related to the to the sub-contractor.
Autodesk Inc. ro e e e o er o fi e e e er
Initial Motivations
Per e e o e
that are reported to him, and allows him to weigh in on cost Technical Complexity was a factor but not the primary
decisions that affect the project daily. motivator. As a modernization (renovation) of an existing
building, the additional coordination between designers and
er e l rfiel
Market Position r r r er or o le e Schedule Predictability was the primary motivator to r e o r or ro e IPD o ere fi
e l fi e l pursue IPD in this project. The project needed to establish
IPD o ro e e o ro e o e el re o fiel o o
measure the advantages of the process in order to transition e r ee Pr e P o before construction. Perceived Outcomes: The project
r l le o l re their organization to using IPD exclusively. There goal is period. Achieving this required early input of expertise, e efi e re l ro e e r e e o e lle e
Hospital Expansion to position themselves as long-term leaders of innovation including the CM and trade contractors; this deadline ro e e fiel o l e ee ol e re r le o
within the industry, helping to ensure that as the owner, o l o e ee o le r o el er delivery type, however this team was able to address them
they will have their pick of the best teams in the market. approach. Perceived Outcomes: Schedule is always without major interruptions, costs, or delays. The contractor
St. Clare Health Center Perceived Outcomes: The outcome is mixed. The architect important, but this team felt integration and collaboration el e r o e e o fi ere e o e
experienced tremendous advantages in integrated practices ro e e e l ro e fi l e r e sensitive issues. A major issue arose due to ice concerns on
such as co-location, BIM, and collaborative working. The felt that with the accelerated schedule, integrated practices the “reeds,” an important design feature on the west façade
contractor reports a continued lack of owners willing to pay were required to achieve the schedule; the speed of work of the building. The team had to redesign the west façade
Encircle Health Ambulatory
for IPD, and expects that the situation is unlikely to change would not have been possible following business as usual. in 7 weeks, and they accomplished it because all team
Care Center
in the current market where some contractors are bidding For the contractor, IPD changed the workplace culture; members were equally vested in the project and had to work
well under the actual cost of work. The owner felt that, as an instead of pushing people out of the way to meet schedule, together, the owner supported them. The team felt strongly
Walter Cronkite School of e o l o e l e ro o o o everyone moved along together. Schedule predictability that the outcome would have been much different (less
Journalism IPD. He is also concerned that when the market rebounds, remained important for the owner, meeting the schedule successful) on a non-integrated project.

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection
Data

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Survey

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Survey Data: n = 36

er Pl the executive level (100%) and represented the owner (50%) Liability Waivers
and architect (50%). Based on interviews and review of the contract, this team
l e o el
did not have waivers on liability, see Liability.
Previous Experience
re e ller Participants overwhelmingly indicated (100%) that their Fiscal Transparency
e o el organizations had previous working experience together. ro e fi ll r re e ee o r
l o rr e o er o l parties, see Transparency. This project was not asked if they
previously worked with other team members, although over ere re o fi l r re re re e er ll
l r o e re o e er e e r er e e fi l r re o e
e o l fi e er Executive - 19.4%
experience may have been a factor in the organizations’ o e e ere o ee e e e
o r or Senior Manager - 11.1%
Architect - 47.2% Project Manager - 25% willingness to embark on an integrated, collaborative delivery effect). However there was variation in degree between
Engineer - 8.3% Associate Professional - 8.3%
Edith Green Wendell model, still a very new model with several unknowns. These contract parties where owners perceived this measure to
o r or r e Assistant Professional - 11.1%
fi e o or or re e o ee e e r e er e e
Wyatt Federal Building Developer - 0.0% Pro o e l
er fi e r e o eo e o ee e e o r or
er
Multi-party Agreement er e e ere o l l l o ee e
Autodesk Inc. This project did not use a multi-party agreement, e o er r re e or ro e r er
BIM Experience see Contract.
According to interviews this project implemented BIM
to a high degree and used the project to create lessons Shared Risk/Reward
er e l rfiel
learned for future implementation, see details in BIM. This team had incentives tied to the CMc, but did not have
e l fi e l a shared risk/reward pool on this project, see e r .
The architect took the lead role in managing the model.
Participants of this survey that interact with BIM in a This project was not asked if team members were aware of
r l le o l re e l re re e o r le risk/reward incentives. Survey participants perceived shared
Hospital Expansion o r o o o e oe e I r re r o e o e o ee e e
technical way, the majority were the architects (72.7%), who ere o ee e e ee e o er r
ere e er ro o e l or respect for the other contracting parties. This less positive
St. Clare Health Center professionals (25%), which is consistent with their role as perception is likely due to the fact that there was not a risk/
model manager. The remaining participants represent the re r ool o l e fi l e e
contractor (general contractor or construction manager; However, participants representing the CMc perceived only
18.2%). The technical ability of BIM users is relatively high, l l o ee e e ere o ee e
Encircle Health Ambulatory
with 45.5% self-identifying as expert ability all of who were e ee e o er r re e or e o er
Care Center
r e er e e l o ere contracting parties.
o r e o r or or
Walter Cronkite School of 18.2% as fundamental ability or not familiar who were all at
Journalism

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Contract
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Contract

er Pl Contract Type percent of the difference between the Cost of Performance commitments required, such as: attending bi-weekly design
l e o el l le e e e o r o fi l o o o e or ee e r ee review meetings, ongoing constructability reviews, input on
o fie P Pr e P ee ore e r re ol e e fie ro o r l re e
The owner believed that the separation of architect and advanced determination of procurement packages, ongoing
re e ller Contract Issued o r or ro e ro e or e efi o er l ee eer e D er fi o
e o el r e eer o r e e design-build contract because of the collaborative tension development of shared project team management processes
De e er o r between the architect and contractor. As separate entities, and protocols.
both the architect and contractor can passionately explain o ore ll efi e e IPD ro e e r e
l their position on certain decisions; this gave the owner
Procurement Method o e e elo e e IPD e lle
e o l fi e el r o e e fi l r er o er ll e er
o r o er e er l o r or Delivery.” This document was not referenced in the original
r ee Pr e o r o o e understanding of the consequences of decisions. contracts but was adopted by the team in January 2010. To
Edith Green Wendell allowance and option shared savings. comply with the P100 requirements, the integrated team
Wyatt Federal Building e er l or o r re re e Relational Expectations e elo e P o Del er le ro l
that all projects follow their standard P100 contract; this The A/E contract contains some softer language about that line-by-line translated the P100 deliverable requirements
requirement created additional work for this team to be able the collaborative philosophy and behavior expectations. The o I e r e Del er le
Autodesk Inc. o o e r e ro e e r e contract describes the integrated process as relationship e Del er o e or or e I
and CMc contracts that were adapted from the standard based as opposed to transactional (paper) based and also efi o o IPD ro e r e eo le
P100 agreement to include some reference to the integrated explains the dynamic nature of IPD, expecting parties to systems, business structures and practices into a process
or collaborative process under the Scope of Work sections. re efi e re e e or o e that collaboratively harnesses the talents and insights of all
er e l rfiel
The CMc contract contains no reference to relational r o re e e o e e fi e ro
e l fi e l
Commercial Terms terms or the dynamic nature of the delivery process. ll e o e r o o r o e
o r fi er eel ro l r r refers to six collaborative strategies:
r l le o l re arrangements are not necessary for Integrated Project Implementation Tools
Hospital Expansion Delivery, especially for public projects, which would require The A/E Contract states that this project is a test case for ro o e e e
a change in legislation to move away from existing contract o e er er e r e oll or e el er 2. First tier subcontractors being on the team before contract
structures. He felt multi-party agreements are too much The primary collaborative strategies referred to included documents are developed
St. Clare Health Center o e e fi l e e early involvement of constructor (sub-consultants and e fir er o r or ere ele e r o e
recommended for IPD can be done with existing contract sub-contractors) and collaboration with constructor to review CMc solicitation process
forms by using award term and milestone payments. cost, schedule, constructability and material selection. 4. Integrated document development
The A/E’s contract does not include any of the e o r l o efi e e o r er o e 5. Shared collocation facilities
Encircle Health Ambulatory
collaborative commercial terms common to IPD projects the “best interest of the project” and outlines tools for task e l or o o el
Care Center
such as shared risk/reward, limited liability or special management.
insurance requirements. The CMc’s contract does however The CMc Contract, issued 7 months after the A/E
Walter Cronkite School of l e fi l e e o l e le e o o r ore e fi l e e r
Journalism

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
Goals
Case Studies

BIM
Cathedral Hill
Hospital Goals

er Pl Process
l e o el oo le er role le rl r l ro e ro e e o er o fi e e o l o e l o
goals and aligning team members with the goals. elo o ee e re l fi
The primary goals included both team and building funds returned to the owner. These savings are the result
re e ller performance goals. of designing within budget and effectively managing scope
e o el growth.
Goals
This project had many goals from schedule, budget and Communication and Alignment
l
building performance to federal contracting requirements e e e o o l l e o o e
e o l fi e
e er or e eo e r r r er or from the P100 conventional methodology to an integrated
IPD e le or er o ee e r P el er ro e e fi e re ere e elo e o
Edith Green Wendell deadline to secure funds for the project. The team was track throughout the process including: schedule, cost,
Wyatt Federal Building able to compress the schedule and achieve the schedule constructability, document accuracy and reduction of design
deadline, but were then faced with the challenge to design overwork and rework. These team performance goals were
ro e or l ll o P o ll o P le rl r l e e Do e ee Contract and
Autodesk Inc. The primary building performance goal was to address data will be used to both improve the process and document
e Per or e ree l e r le e e or er o r l e e e efi o
This goal was clearly communicated during a two day High delivery method to congress.
Performance Building Workshop. Attendees included the A/E
er e l rfiel
e ere e o r or or o el
e l fi e l
prior to CMc selection).
e er l or o o eo l ol
r l le o l re goals is to engage small businesses that include small
Hospital Expansion disadvantaged, women-owned, HUBZone, veteran, and
service-disabled veteran-owned small businesses, at both
the prime and subcontracting levels. Integrated delivery
St. Clare Health Center allowed them to not only exceed their baseline goal of $22
million in contracts by $11 million, but also improved those
agreements through strong partnership.
Encircle Health Ambulatory The owner considers change orders as strictly overhead
Care Center expenses; so avoiding change orders was an important
goal for the owner. Congress funded the project based on
9% change orders and 5% contingency costs. Late in the
Walter Cronkite School of
Journalism

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Risk/Reward

Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Risk/Reward

er Pl r o r re re r erl er or e include award term incentives and “Best in Class”

l e o el e l o re or e ro el fi ele e recognition. The award term incentive ties into the
of effort. Coupling the performance evaluation with contract er or ee l o o ore e
r o llo o o e e er or e re re e e e e e or er e
re e ller e e o e fi l e e e have the right to re-contract, reminding the contractors that
e o el to project metrics because the original design work was e e oe r err o or o ll
o le e er e o e o l P ro e currently developing a “Best in Class” sub-contractor process
l r fie e o l r ro e ro r e to evaluate and catalog sub-contractors that work over a
l hundred hours on the project and meet performance goals.
o l e e o e fi e ee re o e
e o l fi e The CMc does these evaluations according to a formalized
risk reward. For example, if the architect typically proposes
a 15% fee, the owner would accept 7%, with 8% at risk. ro e e l e e o e e o e
Edith Green Wendell Incentive payments would be determined by mutually are placed on a plaque in a prominent and accessible
Wyatt Federal Building determined performance goals, tracked and measured location in the building and are noted in their catalog, helping
throughout the delivery process. o e re re or
Initially, the incentive structure for the CMc included a
Autodesk Inc. 1% fee incentive that would be tied to both a base team
performance criteria as well as a percentage of their value
added. Team performance would be evaluated based on
the existing federal reporting criteria. Value added is based
er e l rfiel
o e o o l ee eer e e fie
e l fi e l
throughout the process up to a certain cap amount; typically
this would be 25% of all value created up to a cap of one
r l le o l re million dollars.
Hospital Expansion ollo e e e re or e e
1% incentive fee was rolled into the CMc’s base fee and
was not based on the team performance or value added
St. Clare Health Center contributions. This was done in recognition of the fact that
the CMc absorbed a $1.2 million liability for unforeseen site
conditions and other latent defects without any additional
Encircle Health Ambulatory funding from the owner. Their ability to absorb those costs
Care Center in large part was due to their ability to manage the buy-out
process, value engineer, and successfully work with the
architect to keep designed scope within budget.
Walter Cronkite School of er e e r e e o o o ro e
Journalism

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Liability
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Liability

er Pl ere o e fi l o l l or o e l e
l e o el the contracts.

Dispute Resolution
re e ller Both the A/E and CMc contract specify use of Alternate
e o el D e e ol o r e e e ro e re l e
e o o l o e o fi r l
arbitration or any combination thereof.” This is standard
l
o ro e l r eD e e ol o
e o l fi e
Processes required in standard form IPD contracts such as
e I o e D er I
Edith Green Wendell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Insurance
e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Insurance

er Pl No unique characteristics, standard professional liability

l e o el products used.

re e ller
e o el

l
e o l fi e

Edith Green Wendell

Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Leadership
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Leadership

er Pl Champion The implementation process on this project relied on the team would be there “together feeling the day to day pains
l e o el er Master Schedule (MS) and mini Master Schedule (mMS) and rewards,” for the duration of the project.
(see Implementation) to identify and communicate the
Team Structure priority tasks. The MS process was based on an open
re e ller e e e ore e source philosophy; everyone on the team had the ability to
e o el I e r e e contribute to the mMS subtask list and take ownership of an
e er er item, effectively distributing leadership among the integrated
team. These distributed leaders were referred to as Subject
l Matter Experts (SMEs) and ensured the person most
e o r e e lo o
e o l fi e l fie o r e o re ol o e o ere o o
the owner needs to set the value proposition, in other words,
“this is my project, my money, my problems and this is what so.
Edith Green Wendell I expect of you.” The owner is ultimately responsible and The project did not employ cluster groups, as used on
Wyatt Federal Building therefore can’t sit back in a typical role but needs to take an other integrated, co-located projects (see Cathedral Hill
active role driving the process and managing risk. Hospital and UCSF Medical Center), but did have a very
o e e er o e ro e active meeting schedule during design that focuses on
Autodesk Inc. particular, believes the owner needs to be onsite, engaged e fi e o o e er or l e P
in the integrative process and forming relationships, as coordination, and so on. Integrated representatives from
opposed to hiring agents to be owner’s representatives. all the primary contract parties as well as relevant trades
e lle e e e ll o e o e attended each meeting and a point person was assigned to
er e l rfiel
where owners are operating in large bureaucracies who by e o o fir l e o o o ere le r
e l fi e l
re re o e r er e o fi er o fi ll
only half time with this project although spent closer to 75% Lessons Learned
r l le o l re time on site. He believes IPD should require the owner to be The CMc noted that one of the keys to making integrated
Hospital Expansion on-site full time due to the resource intensive nature of IPD. delivery work is trust and continuity, particularly on the owner
Investing in IPD is a strategic decision and the owner needs e I e o e o ee e l e
to be prepared to provide the resources around it. or e r o o e ro e e or o e
St. Clare Health Center other work, the architect and consultants disappear from the
Team Structure project during the construction phase, spending only part
D re o o e ro ee e e e o e e er e re o o fiel e e e or
consisted of very involved, high-level representatives and latency risk for the contractor. Because of the commitment
Encircle Health Ambulatory
project managers from the owner, architect and contractor. by the owner to support the project through it’s duration,
Care Center
The executive team has several lengthy meetings every the CMc was more willing to partner with the architect and
week; project managers broke out from those sessions and engineers to both prioritize work and let some work shift later
Walter Cronkite School of distributed the message to the integrated team members. e ro e e e e ere o fi e e e r e
Journalism

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals

Firm
o l
Case Studies

BIM
Cathedral Hill
Hospital Firm Selection

er Pl Because of the start-stop-start history on this project and process was a key topic in the Early Exchange meetings;
l e o el the compressed schedule, the team selection process was it was made clear all applicants had to strongly support a
ere ere r e ro e ro r I oll or e ro e fi l ele o o o r
ere o e e ro e e o l e re e Wright (HSW) was based on their high scores on technical
re e ller e l er el e e ele o or e fir er or l l fi o er or e
e o el o r or e e e e o olo o e er o el l o o ere er o e l o
bring on the subcontractors as early as practical, using best estimate and pricing for design phase services.
value select.
l Trades/Subs
e ro e o r r er or e l
e o l fi e ele e e fi e fir er o r l o
e ele o e e e fie e e re
r l o IPD e l r e o er e o le e ele o
Edith Green Wendell instinctual dynamic. Another is passion, a real desire and l r o re l o r e ele o
Wyatt Federal Building commitment to work together, learn and innovate for the team had some reservations on HSW’s evaluation and
good of the project. ele o ro e o e er r e e o r
recommended by HSW conditional on re-evaluation during
Autodesk Inc. Architect e e e De ee l o re
ler er o r e ele e that the subs selected offered the best value and had the
ee e lre o e e l e or technical capacities to put the documents together.
er or e ell ere o e o I e r e
er e l rfiel
Collaborative Delivery goals. Benefit
e l fi e l
e or e efi o e r o e e e fie
CM/GC e e l ro e ere ere l e e
r l le o l re P ol o r or or e ro e o e with a primary design consultant. The team leadership had
Hospital Expansion o e o o e e l e rl to make a decision to keep investing in a weak link or to let
e P e o r or o e e Per or e them go. The team decided to keep the consultant for the
ree l re o or o core and shell portion, but shifted the tenant build out scope
St. Clare Health Center indicated that the project would include a 9-month design to the contractor using a design-build contract. Because of
phase contract with bi-lateral option for a construction phase the integrated team, the relationships and technical support
o r e o e P o r or ere re re were in place to make this major change without delaying
o re o e o or e fi e fir er or otherwise negatively impacting the project. The team
Encircle Health Ambulatory
o r or r ee o r o fir r e rl agreed that those challenges would have been devastating
Care Center
e ee e o ere e in another delivery method, leaving the owner open to claims
discussed the project history, design goals, and various site, risk, default and dispute.
Walter Cronkite School of budget and schedule constraints. The integrated delivery
Journalism

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Team
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Team Selection

er Pl The team observed that Integrated/Collaborative delivery Benefit

l e o el is not an environment for everyone. Selection of team Some adjustments were required at the beginning of
members is critical to IPD. For the architects, selected team the project because traditional roles changed. However,
members met two important criteria beyond the designated e o er e e er ee e o e efi re l
re e ller skill set: an ability to take input from multiple sources and co-location enabled them to learn from everyone around
e o el individuals with an open mind. them and the integration required that younger staff really
e e e er o fi e l re engage with other disciplines and forced them to ask more
ro e le er e e e o o re l e e questions. As a result they gained experience more quickly
l than they would on a traditional project, they are in higher
characterizes integrated delivery as a dynamic process
e o l fi e e or o er ro e e r fir o e
that is not about solving one problem but rather a series
of problems. “When issues arise, the problem may be with expect for their experience level.
Edith Green Wendell scope of the project or could lie within the team composition
Wyatt Federal Building itself.” The leadership was very deliberate in assessing team
members and at the time this study was conducted had
replaced the electrical designer, mechanical designer and
Autodesk Inc. landscape designer.

Technical Modeler Selection

BIM modeler team members needed to be technically
er e l rfiel
adept; less emphasis was put on relationship building skills.
e l fi e l
e o e er e e o o eler
at different levels of experience and techniques created
r l le o l re problems so they have since developed a bibliography of
Hospital Expansion techniques and abilities required for each member of the
team. They supplemented the selection process with training
and orientation and developed rules and guidelines to help
St. Clare Health Center guide this process.
e e r r e l e ele e e ere
involved in selecting the partnering technical staff, ensuring
Encircle Health Ambulatory that modeling techniques and skill sets matched those of
Care Center the team.

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Planning
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Project
Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Planning

er Pl Resources Referenced The six months of planning, identifying problems, analyzing the owner.
l e o el er e e IPD e e er issues and clarifying the goals was “excruciating” for some The team did not have a metric for additional cost related
er e re e e members of the team who wanted to begin designing sooner. to increased team building activity, but each contract party
I IPD e o r e However, most agreed that the longer process allowed felt the value was high. The additional time resulted in
re e ller er e l I the right person to come in and be exceptionally effective more alignment and trust, enabling the team to shorten
e o el Peer re e o ro e r r er er e re e e or e o fi er the schedule, reduce costs, and deliver better value to the
commented that they “can get anybody to do the drawings” owner.
e o ee r oll or e but they prefer to pay for a high performing team – one that
l efi e e ro le fi l er e ol o fir Rethinking Staffing
processes for the past 10 years with much of the philosophy
e o l fi e the owner’s requirements. fi e re o ere or ll e r
and strategies rooted in process-based management,
which focuses on designing outcomes, making tradeoffs to design and construction on an integrated project. To best
Edith Green Wendell optimize time, and uses statistical quality control. Budgeting Team Effort support integrated delivery and new technologies (like
Wyatt Federal Building or ro e l o or or e IPD r e eo e lle e or IPD ro e e I e e ll e fi or e r o o e
based on lessons from AIA and Sutter as well as inviting for additional involvement and effort up-front. The IPD ro e e fie e re re e r
or l eer re e D or e o ere e o ro e r ore l ro e The architect called attention to the fact that on complex
Autodesk Inc. review the team’s practices and project execution, which The conventional P100 contract lists tasks that the architect building types as much as 50% of the architectural fee pays
infused the project team with new process ideas. e e o r r e or e r l for the consulting engineers. In most cases, the consultants’
As noted in the contract section, additional effort was reviewer estimate following the same process. The two e o el o o or ll e fi o o e
required up front to adapt the P100 process to align with this estimates are compared and price negotiated. IPD tasks project; individuals typically work on multiple projects at the
er e l rfiel
integrated/collaborative process. This required the team to e o fi e P l le r o same time, meaning only a small percent of their attention
e l fi e l
re e l e l e e o r e o e to budget. is focused one project. In that kind of model, problems
contract and changes that needed to be made. e er e ro e o er e that could be resolved in a 20-minute, three person
r l le o l re o e l e o e er l conversation can take days or weeks to resolve. Another
Hospital Expansion Team Building e o er l fi e r e re e er factor compounding that problem is that priorities and issues
eo e o e e o ro e to the owner, but since the technical requirements of the can change at a rapid pace during construction; if this is
e e fie l o e or e or e o program were not completely understood, this was a more not effectively communicated to part time consultants,
St. Clare Health Center o fi er o lle o e e e e er e le o e re e ee re e they may waste time and produce solutions to the wrong
(contractor, architect and consultants) to slow down and o e e e er or er re e e problem, requiring additional time and effort to resolve. The
build the team before beginning the work. The team-building team member risk since all their time was compensated. This architect also noted that after experiencing co-location, their
step was facilitated by the Master Schedule process, (see reduced risk and the detailed Master Scheduling process consultants have acknowledged that they need to think
Encircle Health Ambulatory
Implementation e or l er o r allowed the team to develop very accurate proposals for ere l o er fi r e
Care Center
was reinstated. The MS process continued for 4 months e fi e r e ree e e De De elo e
before the contractors were on board and 2 more months Implementation phases, ultimately reducing risk to
Walter Cronkite School of while the contractors went through the orientation phase.
Journalism

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Implementation

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Implementation

er Pl Tools and prioritize work. Developing the mMS created agendas at a time. Subcontractors embracing this process were
l e o el o for breakout meetings or identifying items that required awarded design-build contracts so that trades who would
- Master Schedule additional meetings to be resolved. The MS and mMS were build it, designed it. Essentially, this allowed the architect to
- miniMaster Schedule so effective in recording tasks and responsibilities traditional complete the design through an “active listening process”
re e ller - Snap Shots meeting minutes were not needed. e e r e e fi e o re o e
e o el Pro e D r Part of the mMS process that helped foster a sense without input and later reworking the design after the trades
o lo o of ownership across the entire project team was the were on board.
I assignment an individual team member to certain task Another tool implemented was a project diary which
l e e e l ere e fie e er helped record information and manage communication. The
e o l fi e Expert (SME) and were responsible for resolving their items diary was distributed weekly to the entire team, including
Central to process management this project was the
Master Schedule (MS). The MS was created through a through whatever means necessary. This created a system all contract parties and all job levels, and highlighted major
Edith Green Wendell structured decision-making process that documented, for decision-making and responsibility that led to distributed decisions and progress. The architect managed the diary,
Wyatt Federal Building sequenced and prioritized all the work and team protocols leadership. Creating multiple scales of project ownership but the CMc and owner also contributed content each week.
required to execute the project. Developing the MS also ensured that healthy debate could lead to decisions made in Development of this tool was partly in response to rumor
functioned as a team-building tool. Working through MS the best interest of the overall project. control, see Workplace; the purpose was to keep everyone
Autodesk Inc. items, the team learned to cooperate with each other To help the management team work through the MS they on the same page.
and gain a clear understanding of the team dynamic the developed a series of conventions such as a design issues Co-location and BIM worked in tandem with the
owner required. This additional planning period provided log that everyone working on the team can contribute to – a implementation process described above. Co-location of
the team the opportunity to work closely with the owner subtask mMS. e e ro e fi oor o e efi e l
er e l rfiel
e o er e elo e o o fi e e r Instead of traditional drawing packages (50% SD, 100% informal daily interactions. BIM, coupled with co-location,
e l fi e l
in the relationship to speak candidly about what was really SD, 50% DD, etc.), drawing packages on this project were facilitated design and real time coordination that allowed
important to the project. lle o o ere e e fi issues to be resolved within a matter of minutes.
r l le o l re Initially, the MS was developed by the core team. It moments during design when the team literally printed
Hospital Expansion continued to evolve through each design phase as the r e ro e I eo e o e e Lesson Learned
e r er e fie el e e ll e or re of this project was the alignment of the Snap Shots with the ro e ere ere o re e r l e
o or re o e e o r or e CMc’s buyout strategy, made possible by the back and forth or e o e e o
St. Clare Health Center was equally critical to the team’s success as identifying coordination between the CMc and architect. According to intends to revise this process for future projects to require a
priority items, because no project has the resources to do the owner, it was important that the entire team acknowledge formalized “time out” after a Snap Shot is taken. A formalized
everything. Through bi-weekly review at the executive level, the purpose of the technical documents was to validate review period after each Snap Shot would allow the team
this tool helped the owner identify items in which they were owner intent and provide the information necessary for the to focus on understanding the documents that have been
Encircle Health Ambulatory
willing to “disinvest.” CMc to solicit subcontracts; the documents did not need produced, determine if varying level of completeness
Care Center
From the Master Schedule a series of mini Master to be complete. This philosophy allowed the prioritization between disciplines will result in coordination issues, review
Schedules (mMS) were developed that detailed out how within the design, delaying non-critical portions of design to any outstanding engineering required for custom elements,
Walter Cronkite School of each task would be accomplished. After each MS meeting, later phases; this helped keep the aggressive schedule on e e o re efi e el er le or e e
Journalism the team reviewed the mMS to identify any missing items track. It also helped focus the entire team on 1 or 2 priorities Shots.

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Involvement
Definition of Terms

Information Sharing
Project Description

Early Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Early
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Early Involvement

er Pl CM/GC the orientation and relationship building of the entire team

l e o el Criteria Design by using several strategies, many of which are rooted in
process-based management such as: designing outcomes,
Trade Contractors el e e e e fi e
re e ller Criteria Design possible.
e o el
or o o fi er o e o e re l l e o Benefits
integrated delivery is the ability to get each team member There were several innovations attributed to early
l oriented and saturated before we start building. The more we involvement and the integrated make-up of the team.
e o l fi e can front load the schedule and the more we can allow team ee le e e o e o el or e
e er o e e e ro e e e re ll o er o e e or e e o e ro
Edith Green Wendell the greater impact we get as owners in terms of change partnerships, the owner was open to this idea, which
Wyatt Federal Building control -- cost, budget etc. Even the tradeoff we made, fi l ro e e e l o ee e l
llo o e fir fi e o r or e l e energy performance goals. The model unit established a
of having those people follow the same orientation track as base design concept that optimized the building’s energy
Autodesk Inc. our prime, we felt was a legitimate tradeoff to waiting and rofile or or e o o r l ro
hiring subcontractors.” the CMc. Armed with this information, the architects could
e r e re o r e l o o explain to the tenants the science behind the design and the
before the CMc was brought onto the project. The CMc, cost implications of design changes to the base design. In
er e l rfiel
Howard S Wright (HSW), was involved in early meetings ee ll e o el ere o fie o ee e e
e l fi e l
and followed the progress of the project prior to being e fi ro r re re e e er l e ollo e
contracted. Toward the end of criteria design, HSW, along the basic layout concept because the tenants had a clear
r l le o l re fi e r e ere ro o o e e llo e understanding of the overall building goals, reasons behind
Hospital Expansion e o r e e l e l er e the design, and implications of change. It also eliminated
appreciated the value of involving the contractor early; the time consuming and costly cycle of designing and
el e o e e o e e er redesigning.
St. Clare Health Center control over performance, cost and schedule risks. They
estimated that by bringing on the subcontractors early,
o er o e o er o e o re o e ore
construction started.
Encircle Health Ambulatory
e e e l e r or o
Care Center
align the team’s goals, build relationships and the team’s
or r r re e o fi er e I
Walter Cronkite School of er or e or l e
Journalism

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning

Transparency
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Transparency

er Pl e o r e fie o e oo e o
l e o el and all records maintained by the contractor relating to the
ro e l ll o r l o e e
the right, but not the obligation, to attend all project meet-
re e ller ings.
e o el l o ollo e re er e o e oo r e
showed their budget and planned allocation to the team.
The openness of this communication set an example for the
l
transparency the owner expected from each team member
e o l fi e
e re l e o ere e e e e re o r -
es to be distributed.
Edith Green Wendell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Making
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Decision
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Decision Making

er Pl e role re o l e o e er e e er e e er o e e eo o e e or
l e o el through the development of the Master Schedule, see ll e oe e ro l e e le r
Implementation fir e o o e communication by the owner; everyone was expected to
members tried to work in their traditional roles. Core areas of take ownership of the project.
re e ller responsibility were not assigned until the Master Schedule
e o el was complete and scope was clearer.
ollo e e lo o o e o l r o
of the team. Team members who came on board with
l
different expectations based on the way they’ve done it
e o l fi e
previously had to adapt and adjust to others; it required
e l r o I r l rl fi l or o e e
Edith Green Wendell members who have been in the project management role,
Wyatt Federal Building or sole decision maker, because the integrated team was
all about distributed decision making and exploited multiple
areas of expertise. Distribution of leadership was facilitated
Autodesk Inc. by the Master Schedule process; team members best suited
for a particular task item or issue were assigned as Subject
Matter Experts (SMEs) and were responsible for bringing the
item to resolution and closure, see more in Leadership and
er e l rfiel
Implementation.
e l fi e l
er ol e e e rl ol e e o e er e
coupled with co-location (see Workplace) and clear
r l le o l re expectations (see Leadership) were key to quick decision-
Hospital Expansion making and, according to the owner, exponentially reduced
latency. An example is the successful resolution of an error
e fire e e fie e ele r l o r or
St. Clare Health Center Because the issue was brought to the owner immediately,
a decision was made in 3 days as opposed to months of
e e e o l o e e o e fir oor
Encircle Health Ambulatory incorporated in progress work, whereas in a more traditional
Care Center el er e o e e o l o e ee e fie
ll e o l e re re re or o ll oor
Important to note, utilizing the integrated team for quick
Walter Cronkite School of and effective decision-making is dependent on the ability of
Journalism

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance

Culture
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Culture

er Pl In this project, the team believed that the IPD process

l e o el re e e o e o o e or re efi e er
relationships to create a team synergy. They concluded the
goal and value of IPD is innovation, which invigorated their
re e ller team and kept the energy level high.
e o el The team commented that the best value comes out
of IPD when team members free themselves from their
traditional roles and responsibilities. To do this, the team
l
requires at least one member to bring energy and passion,
e o l fi e
breaking others out of old routines and preventing them
from slipping back in to traditional roles. In this project,
Edith Green Wendell e o er fille role o or e IPD
Wyatt Federal Building process. Because of the time committed to team education
rel o l le er e o r e
off on the entire executive team and created a distributed
Autodesk Inc. network of champions throughout the project team.
Constant reminders were required to eliminate biases
formed by past experiences in the design and construction
industry. To establish new team norms, the owner created a
er e l rfiel
controlled tension that kept team members off guard.
e l fi e l
re re e e er oo o or
re re fi l ore e or l l fie
r l le o l re people than would typically be used on a traditional project.
Hospital Expansion e e fi e o o le o r e o o
project but created an atmosphere where the team scripted
the project throughout the whole process. To facilitate
St. Clare Health Center the scripting process, expertise needed to be gained
incrementally, allowing the members to evolve alongside the
process.
Encircle Health Ambulatory The executive and management team used several
Care Center management and social strategies to achieve the value
proposition of IPD. See more about these under Leadership,
Implementation, and Early Involvement.
Walter Cronkite School of
Journalism

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data

Workplace
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Workplace

er Pl Co-located - full time oor e e e er ro e r e el e ensured the design was appropriate to the budget.
l e o el team separated on different levels of the building hindered o lo o l o l e fi role re
During design, the integrated team was co-located on the effective communication, he commented, “at one point we latency on the project and helped eliminate rework, see
ro e e e o fi e o e e er l l e were joking about starting a rumor smartsheet so we could Decision Making. The owner commented, “by the end of the
re e ller were modernizing. In order to assess the outcomes of co- keep track of all the rumors that were or weren’t happening. job, there are thousands of decisions that need to be made,
e o el lo o er o ll re re e e er r e e e er o e o o e e e e o le they need to be made every week to continue progress.”
their experience compared to previous projects and typical perception-wise, closer to feeling like you’re in the know.” The owner described an experience on another job where
work environments. Members rated: physical plant, team e o er re re e e ro e el ere the architect did not co-locate, “one day a superintendent
l should be some departmentalization between contract threw down his notebook in a meeting and said, ‘I’m not in
spirit, professional development, productivity, innovation/
e o l fi e r e o el o rol e o o or o o lo o the position to schedule my problems’ and walked out of the
improvement, and integrated BIM.
e l ro e fir r e o e er o e increases the amount of information available to team room.” The owner felt this illustrated the value of co-location
Edith Green Wendell evaluations of co-location in terms of professional members, whereas in a more traditional setting project well, because you can never predict all the issues that will
Wyatt Federal Building development, team spirit, and the use of BIM. The majority er o l fil er l ee e o o e arise and not having the experts you need in the room can
of the team felt innovation and improvement was equivalent re e o o or o e r l or o e be frustrating and slow down the ability of others to perform.
to non co-located experiences, though only 2% felt it was roles; to help counter that effect, the team emphasized the Co-location provides context and nuance to the project
Autodesk Inc. worse while 17% felt co-location improved innovation. ee or o e ro o ol ro e o e e and relationships. It helps each party understand how their
Productivity had the least consensus, with 14% of team this project, the Snap Shots (see Implementation) were actions affect the other members of the team; it allows them
e er r ro e o lo e o fi e or e evolved out of that need; they provided baselines for team to read between the lines. The team felt the dependency and
than non co-located experiences, 28% felt productivity was members to work from so that individuals did not have to r e l e o lo o el fi
er e l rfiel
the same, and 18% felt it was better. Consistently scoring adapt to every new bit of information they heard. latency reduction.
e l fi e l
low was the physical work environment itself. The survey e o r o re o er e
process also revealed that certain individuals consistently architect, owner and the electrical detailer relocated to
r l le o l re e l e e r e er e e or e e l e o fi e e lo ro e o e e e l
Hospital Expansion e o e o ro r e o fi e l re e detailer worked remotely from Seattle and the architect
been factors indicating that some personnel do not thrive in e fi l re e e r o r o
a co-located environment. maintained key staff members.
St. Clare Health Center I e er l e e r e e e efi e ro o lo o
o e er e e e fie o e e ee o Benefits
be considered regarding the co-located space. Because e e el o lo o fi or
e e oo o er e o fi e e e o or avoiding change orders. As the architects worked on the
Encircle Health Ambulatory
around the existing layout and space available. This meant design, co-location gave the contractor “early line of sight” to
Care Center
e o o e oor e o er or what they were working on. Early communication, estimating
o o er oor o l r e o fi e e e er fi o o e r e l e r
Walter Cronkite School of modelers and engineers were in one big space on another kept the team on track, saved man hours in rework and
Journalism

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Sharing
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency

Information
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Information Sharing

er Pl Tools
l e o el I
e o ee e o lo o
e or e o e e e e
re e ller SmartSheets (cloud based document sharing)
e o el Living Calendar

Meeting Frequency
l
ee l oor o ee
e o l fi e
o l l De e o er o el er fi o
Meetings
Edith Green Wendell o l Pro e e e ee
Wyatt Federal Building o l I e e ee ro r er De
D l I ee ro De l De o
Construction
Autodesk Inc. D l I or o oor o ee
e l ee ee e

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
BIM
Cathedral Hill
Hospital BIM

er Pl Model Manager and virtualization and HSW to use the model for layouts. certain points in time Implementation. Each Snap Shot was
l e o el r e Although more scheduling power could be harnessed, this a deliverable package, which looked similar to traditional
e fir ro e or o e e D I o o ore e fi l e or l
Management Protocol e ll o l l e o o o e e system as the project evolved to match what HSW needed
re e ller o l I or o o el (5D) with the model and bill material outputs to each for procurement and buyout. This process would not have
e o el Management (BIM/M) subcontractor using it as a calibration tool. been possible without the intense coordination made
The model was very effective at facilitating coordination possible by co-location and early contributions by the trade
o l l e o e eo l I or o e ee e l e o fir o ro o e contractors.
l who will build it. For example, there was a complex change Second was determining the deliverables for the project.
Modeling (BIM) to it’s fullest extent but actual implementation
e o l fi e request from the owner to change the ceiling height from r o ll e o l e ro r e
lags behind expectations. The architect and contractor
worked to add the schedule dimension (4D) to BIM, however o e e le o e e el o e print; however in this case they are delivering a model that
Edith Green Wendell incorporating knowledge from trades prefabrication schedule with all the affected team members and made the change will embed a great deal of information including construction
Wyatt Federal Building o o o el ro e fi l l o l ere ere or e efi o e o er photos and digital survey information. Part of the problem is
oo e le role e o el o e er e e e l o e er rre l ere re l o they are “still making the sausage” and aren’t exactly sure
They spent a great deal of time working out the different major vulnerabilities and risk due to the various proprietary what it will look like in the end.
Autodesk Inc. deliverables for all the major disciplines, architecture, software used that become problematic when the model is
structural, mechanical, electrical, plumbing. Hand off to the r l e o e ere r e r o r o e
builder occurred at logical points in the process. Because issues as they come up so that they can more effectively
of the early involvement of many trades, the architect only predict these translation issues and mitigate risk in the
er e l rfiel
had to model enough to facilitate normal conventions of beginning of modeling for future projects.
e l fi e l
coordination of shop drawings. The team found two primary challenges with using BIM
o or e r e e o I to create the implementation documents that became the
r l le o l re and will continue to monitor change order reduction and subcontractors’ coordination and fabrication drawings.
Hospital Expansion constructability issues throughout construction, see o l . First was learning how to articulate design/model
o el e e e or IPD o o re e o requirements for the different disciplines. The team found
r e e or er r e o le that they were being too literal with the requirements for
St. Clare Health Center typically congress would fund a renovation project at a 9% each discipline and phase. They found they couldn’t predict
change order rate. (or expect) that mechanical or electrical follow the same
design path as structural or plumbing, and in some cases
BIM Use this was forcing the architecture before the contractor
Encircle Health Ambulatory
This project used the BIM model for coordination, clash needed it for buyout. To address this and track each design
Care Center
detection, constructability reviews and scheduling. To path, the team used what they called Snap Shots, literally
advance the use of the model in design and construction, re o e e elo e e
Walter Cronkite School of e o e or e o o to print the 2D document set of exactly what they had at
Journalism

UCSF Mission Bay P I I DI P I

ree e ell Por l re o e e o o Multiple independent e er l er e r e Howard S Wright (HSW)
Medical Center Wyatt Federal Building contracts – r o Cutler Anderson Architects
Modernization o o fie P
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
At a Glance

Survey Data
e

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description Project Characteristics Project Delivery Experience

er Pl P Autodesk Inc. AEC Headquarters P I P I NA

l e o el I Waltham, Massachusetts
P I P I
I DI P fi e I er or e o o
re e ller Multi-party contract
e o el PI D P I
Autodesk Inc.

l I KlingStubbins I I

e o l fi e Tocci Building Companies

P May 2008
ree e ell P D January 2009
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l Building Size 55,000 sq. ft.

r l le o l re
Hospital Expansion

St. Clare Health Center

Project Cost $13,338,000

Encircle Health Ambulatory $$
$$
Care Center $$
$$
$$
$$
$
Walter Cronkite School of
Journalism
Schedule 4 months design 6 months construction
UCSF Mission Bay
Medical Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Description
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Project

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description
P Autodesk Inc. AEC Headquarters fir o e fir e er e IPD
er Pl
l e o el I Waltham, Massachusetts re oo o er r efi e er re
oo o fi e e ro e e o o r o
I DI P fi e I er or e o o The San Francisco project was undertaken shortly before
re e ller Multi-party contract the Waltham project began. Both had aggressive design
e o el o r o e le o or e
Autodesk Inc.
months for construction. Unique to Waltham, several major
I KlingStubbins subcontractors were tied to the integrated contract and
l
incentive program from an early stage.
e o l fi e Tocci Building Companies
P May 2008
ree e ell P D January 2009
Wyatt Federal Building
Autodesk Inc., a company that creates design software for
the AEC industry, wanted to highlight ways in which its own
Autodesk Inc. technology could support Integrated Project Delivery (IPD),
Building Information Modeling (BIM), design-to-fabrication,
sustainability, and building performance analysis. The
company decided to put those goals forward with its own
er e l rfiel
project. So in spring of 2008, Autodesk sought an architect/
e l fi e l
builder team to complete a 55,000 square foot, three-story
interior tenant improvement that uses all of the space in a
r l le o l re e e l e o fi e l l e
Hospital Expansion lo o o o e e olo orr or Pro r
ele e l e o fi e o ere e roo r
l e re oo o er r efi
St. Clare Health Center center featuring an electronic gallery of design work done
e o ro e re e o e ro e
included very high sustainability goals (LEED Platinum for
Encircle Health Ambulatory Commercial Interiors.)
Care Center Architect KlingStubbins and builder, Tocci Building
o e o e er re o e o e P ere
ele e or e r l fi o ll e o e er
Walter Cronkite School of o re IPD o r ree e e fir or o
Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Profile

Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

IPD

BIM
Cathedral Hill
Hospital IPD Profile

er Pl
Market Position Market Position
l e o el Autodesk was motivated for unique reasons. As the primary
developer of software for the AEC industry, Autodesk was
motivated to select IPD as the delivery method to showcase
re e ller how their products support this emerging delivery method.
Technical Cost
e o el Complexity Predictability
Cost Predictability
As with any project, cost predictability is important, but in this
l
case schedule and quality design were the driving forces.
e o l fi e
Schedule Predictability
ree e ell Meeting the schedule was particularly important to the
Wyatt Federal Building owner because they had to vacate their existing facilities by
Schedule
Management Predictability a certain date. The entire process of contract negotiation,
design, construction and move-in had to be accomplished in
Autodesk Inc. 8 1/2 months, a schedule that would not have been possible
* This motivation profile was created by our research team with e l or e el er e o
input from Jonathan Cohen, based on the January 2010 publication, typically used by Autodesk.
“Integrated Project Delivery: Case Studies,” written by Jonathan
er e l rfiel
Cohen, FAIA. Project teams did not have direct input to the profile Risk Management
e l fi e l
scoring. o e e er e e o fi e l o ll
ollo e e er e l or el er
r l le o l re e o e e re e e le e
Hospital Expansion sustainable design goals, they determined the only way to
deliver the project in was to use an IPD approach.

St. Clare Health Center Technical Complexity

er or o fi e l o ro e o o le
however there were some complex design elements such
e r e oo el e o ere e r efi e er
Encircle Health Ambulatory
as well as a late but major design change by the owner
Care Center
requiring the team to cut a 3 story atrium through the
existing space.
Walter Cronkite School of
Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection
Data

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Survey

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Survey Data

er Pl * This case was conducted by Jonathan Cohen, FAIA for the

l e o el January 2010 publication, “Integrated Project Delivery: Case
Studies.” The questionaire developed by our research team
for the 2011 Case Study report was not administred to these
re e ller teams. No survey data available.
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Contract
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Contract

er Pl Contract Type was developed and converted into contract cost. Traditional
l e o el I e r e Pro e Del er ree e IPD rofi r e or ll e e e er
includes all A/E fees at direct cost, plus incentive payments
e ro e e fir IPD e er e e or e e as targeted.
re e ller and construction team. Autodesk had just completed its
e o el fir IPD ro e re oo or or e o fi e
o er r efi e er r o l o er or
fi o o e e e e e e l
l
team to self-select; they did not want to “mix and match”
e o l fi e
architects with builders.
Within KlingStubbins there was initial hesitation by
ree e ell r er e e o fi e o e e IPD
Wyatt Federal Building agreement, but the desire to try something new and exciting
overcame the doubts.

Autodesk Inc. Commercial Terms

The Integrated Project Delivery Agreement (IPDA) is
a three-way contract between the owner, the architect
and the builder. Each party’s success is directly tied to
er e l rfiel
the performance of the others. Major subcontractors
e l fi e l
e l fire ro e o ele r l r ll ere l o
brought in to the agreement, worked at cost, and shared in
r l le o l re the incentive program.
Hospital Expansion
Relational Expectations
Distinct roles and responsibilities are delineated in
St. Clare Health Center contract language and in a “responsibility matrix.”

Implementation Tools
Encircle Health Ambulatory Under IDP, programming and scoping were integrated into
Care Center the overall project process as design proceeded. Therefore,
there was no traditional “budget” for the project; a target cost

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
Goals
Case Studies

BIM
Cathedral Hill
Hospital Goals

er Pl e o r elle o e fi r er o l
l e o el be used to judge success. These included schedule and
budget, sustainability, quality of craftsmanship, functionality,
e l er r e l er o l
re e ller selected three comparable projects in the Boston area to
e o el serve as benchmarks against which these goals would
be measured. It was agreed – after some hesitation from
the team - that an independent evaluator (in this case
l
an architecture professor) would be the arbiter of how
e o l fi e
successfully the project met the design quality criteria. There
was a scorecard and the process was made as objective as
ree e ell possible.
Wyatt Federal Building During the project, John Tocci, head of Tocci Construction,
was worried about whether the design quality criteria would
be met, and, in an interesting twist on what is usually
Autodesk Inc. expected from a builder, went out of his way to make sure
fi e e llo e or l er l
detailing. In the end, the team received high marks from the
evaluator for exceeding design expectations and received
er e l rfiel
the incentive money.
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Risk/Reward

Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Risk/Reward

er Pl The contract establishes an Incentive Compensation for future projects is “to eliminate the contingency. The IPD
l e o el Layer (ICL) in which the architects’ and builders’ anticipated e l e e e o e fi l e e
rofi r I e fi o l re e e er will want to treat every change as a scope change and not
l er re e e e r or l rofi o l o e r el an item to be subtracted from the contingency. By doing that
re e ller I e re e ee e e r le e fir re you create some sense of discomfort, and that discomfort
e o el eligible for additional compensation. The ICL could adjust is the team’s obligation to design to the target cost.” He
plus or minus 20% depending on whether project goals (see el e fi l e e ere el o e
o l ) were met or exceeded and was structured as follows: changes in behavior. That doesn’t mean he would drop the
l incentives – he believes they are essential to support the
e o l fi e right kind of performance. “I can see IPD projects in the
I e ro e o er e er e o e
saving is added to the ICL. future where incentives are paid as an annuity based on long
ree e ell I e ro e o er e ee e o e o o term operational performance and user satisfaction.”
Wyatt Federal Building the ICL until it is exhausted.
I e ro e r o er e le o er
deducted from the ICL.
Autodesk Inc. ere o o or e e e le e
was of no value to the owner.
e r r l e e ro e l e
cost and time considerations with design goals.
er e l rfiel
e l fi e l
Lessons Learned
According to Autodesk executives, the contingency
r l le o l re and incentive structure on IPD projects need to be better
Hospital Expansion efi e e o e e e e re e or l o l
ro e e l oe er o e or or e re l
estate senior manager said, “with IPD it’s a very dynamic
St. Clare Health Center process where you’re designing and pricing in parallel - that
creates challenges when you’ve got a short term project to
o oe er e o l e ore re e efi
Encircle Health Ambulatory “contingency” so that if money is left over there is no dispute
Care Center about what can be added to the project and what can go into
the incentive pool.
Furthermore, Phil Bernstein, Autodesk’s Vice President
Walter Cronkite School of or I r r e el o e o e le o
Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Liability
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Liability

er Pl The parties waived all claims against each other except

l e o el those arising from fraud, willful misconduct or gross
negligence. Disputes were to be resolved by mediation or,
if necessary, arbitration.
re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Insurance
e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Insurance

er Pl Each party was required to maintain typical insurance

l e o el but with the provision that policies be amended so that no
right of subrogation (the ability to gain the rights belonging
to one party against a third party who caused a loss) existed
re e ller against the other partners.
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Leadership
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Leadership

er Pl Champion
l e o el er

Team Structure
re e ller e or e e e
e o el Pro e e e e P
Pro e I le e o e PI

l
By contract, three levels of collaborative teams were
e o l fi e
established to manage the project. A Project Implementation
Team (PIT) was set up to handle the day-to-day issues of
ree e ell the project. The composition of the PIT included project
Wyatt Federal Building participants whose work at any given time could impact
the project’s outcome. A Project Management Team (PMT)
with representation of the owner, architect, and builder, was
Autodesk Inc. established to manage the project and make decisions by
consensus (see Decision Making). If issues arose that could
not be resolved by the PMT they were taken to a higher
le el or fi l re ol o e or e e e
er e l rfiel
again with representation of the three principal parties.
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals

Firm
o l
Case Studies

BIM
Cathedral Hill
Hospital Firm Selection

er Pl Autodesk management wanted the design and build team creates challenges when you’ve got a short term project to
l e o el to self-select; they did not want to “mix and match” o r l r l r e ree
architects with builders. They conducted a selection process said, “one of the lessons learned is that with IPD it’s crucial
o fi r e l er e ll o r I e r e to select your architect and builder as a team. There’s a
re e ller Project Delivery. synergy that’s just got to be there.”
e o el e P le rl e e o er re o er o
scope, budget, sustainability goals and the mandated form
o ree e fir o er e e ro r er
l
their corporate leadership asked for fundamental changes in
e o l fi e
the proposed IPD arrangement, which Autodesk declined. In
the end, KlingStubbins and Tocci were chosen because of
ree e ell er l fi o l r e lo l r e I
Wyatt Federal Building LEED sophistication, and willingness to abide by a “true” IPD
agreement. But another factor was their proposal to allocate
ee e e e fi e ro e e ree
Autodesk Inc. major subcontractors were also selected early and included
in the risk/reward structure.

Lesson Learned
er e l rfiel
o e fir e er e IPD
e l fi e l
or or e o fi e r efi e er o o
Francisco, there were separate architects for the two
r l le o l re major components. Anderson Anderson was in charge of
Hospital Expansion e r efi e er re o le or
e o fi e e o r e or e
o e l er DP o r o o DP ere
St. Clare Health Center ere e e e r ee e IPD eo e
“lessons learned” from San Francisco that was applied to
Waltham was that for a project of this scope and a schedule
Encircle Health Ambulatory re er le o fi o e r e o le
Care Center the entire project. Autodesk corporate real estate senior
er l oe er IPD er
process where you’re designing and pricing in parallel - that
Walter Cronkite School of
Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Team
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Team Selection

er Pl No information available regarding participant

l e o el selection characteristics.

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Planning
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Project
Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Planning

er Pl According to Phil Bernstein, Autodesk’s Vice President

l e o el or I r r e el o o eo e e l
fir e o IPD o l e o e er e e o
the level of conceptual design, in which everyone works at
re e ller cost until a deep understanding of the project and a level of
e o el comfort around the program and budget is achieved by all
parties. That’s one of the lessons learned to apply to the next
project.”
l
e or e o IPD or e l er e l
e o l fi e
to enable early procurement of time- and cost-variable
materials and services. Jack Short, Tocci’s Director of Project
ree e ell Planning, estimates that 55% of the project value was
Wyatt Federal Building added by lean, cost-plus subcontractors within the incentive
compensation layer agreement (see e r ) and 45%
was traditionally procured.
Autodesk Inc. o er e efi o o e rl ol e e l
and local knowledge of the Waltham area made it possible
o ll o rel o l o fi l o re
permitting and inspections would not impede the schedule.
er e l rfiel
Plan reviews that typically took 4-5 weeks after submission
e l fi e l
were done in three. (See also e r and
Early Involvement)
r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Implementation

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Implementation

er Pl ere I e e o l efi e role

l e o el responsibilities for the model. No information available
regarding Lean or other custom tools in this project.

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Involvement
Definition of Terms

Information Sharing
Project Description

Early Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Early
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Early Involvement

er Pl o e re re e P e r e through” and get a feeling for the space. Thus, the integrated
l e o el contractor “self-select,” therefore KlingStubbins and Tocci team was able to quickly and comprehensively address an
Building Companies worked together from the very start owner request and provide enough information to make an
of the project. Additionally, several major subcontractors informed decision. It was decided that Autodesk’s business
re e ller e l fire ro e o ele r l r ll ere objectives were better served with the atrium and the team
e o el brought in to the agreement early on, worked at cost, and was instructed to proceed.
shared in the incentive program.
Another strategy to provide needed information to the
l building team in a timely manner was the creation of a
e o l fi e Building Advisory Team that was assembled early on to
provide programming input from building users. There was a
ree e ell bit of struggle between Autodesk’s software engineers, who
Wyatt Federal Building wanted maximum privacy, and the goal of LEED Platinum,
which can only be achieved by allowing natural light to
deeply penetrate the space.
Autodesk Inc. eo e or e efi o e rl e r e
r er e e l ro e e o er o e
changes, totaling about 30% of the original budget, were
e e o er o er e o r e o e ro e e
er e l rfiel
was the build-out of 5,000 square feet of shell space to
e l fi e l
accommodate personnel from a small company Autodesk
had just acquired as well as an upgrade to the shell
r l le o l re building’s mechanical systems.
Hospital Expansion Another scope change was purely design driven. Phil
Bernstein, Autodesk’s Vice President for Industry Strategy
el o el r e e e e
St. Clare Health Center design lacked a distinctive feature that would show the
company’s commitment to good design. He wanted to create
a dramatic gesture by cutting a three-story atrium though
the space. The decision had to be made quickly so as not
Encircle Health Ambulatory
to upend the schedule. KlingStubbins began modeling
Care Center
three alternatives and concurrently Tocci studied the impact
on cost and schedule. Within a week the team presented
Walter Cronkite School of the options, using BIM to allow the owner to virtually “walk
Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning

Transparency
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Transparency

er Pl Pro e fi e ere er r re el e
l e o el enable the team to make innovative design and construction
decisions that improved design quality and saved time and
money, see Decision Making for detail.
re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Making
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Decision
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Decision Making

er Pl The design and build team was held to an overall budget,

l e o el but was completely free to move money among line items.
Money could be taken from carpeting and added to design
fees, for example. The ability of the team to move money
re e ller between line items also meant that savings could be
e o el achieved by pooling resources. For example, one lift could
be used by multiple trades. Cleanup could be done by lower
wage workers at night rather than by highly paid tradesmen
l
during the work day. Savings from one line item could be
e o l fi e
placed back into the project in another area.

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance

Culture
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Culture

er Pl No information available.
l e o el

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data

Workplace
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Workplace

er Pl Co-located – key project participants/part time

l e o el
A BIM execution plan set ground rules for who modeled
e r e l er o e e
re e ller e l r e file e o er e re o e e
e o el possible but slow. During design, Laura Handler, Tocci’s
Virtual Construction Manager, spent two days a week
l r e o fi e e e e
l
reached the implementation phase the model was moved
e o l fi e
from KlingStubbins’ to Tocci’s servers and Sarah Vekasy,
KlingStubbins’ project architect, moved to the
ree e ell construction site.
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Sharing
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency

Information
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Information Sharing

er Pl Tools
l e o el I
e o ee e
(part time co-locating for key project participants)
re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
BIM
Cathedral Hill
Hospital BIM

er Pl Model Manager submittals. In many cases shop drawings were

l e o el re r e l r e e eliminated altogether.
and CM (Tocci) during implementation documents and Part of the promise of IPD is to deliver to the owner, at the
construction phases. end of the project, a comprehensive building model for use
re e ller o er o rle e e er er e o e
e o el Management Protocol owner’s representative during design and construction. As
o I e o l a self-described “operations guy” he would like all of the
building systems information to be more readily available
l for facilities management. He would like the ability to track
A BIM execution plan set ground rules for who modeled
e o l fi e l er or e er e fie o re l e e er
e r e l er o e e
e l r e file e o er e re o e e monitoring and maintenance scheduling as well as other
ree e ell possible but slow so co-location of key project participants facilities management tasks enabled by BIM. A next step
Wyatt Federal Building was used to ensure the model could progress with input in BIM evolution might enable greater interoperability
from both the contractor and architect as needed, (see among design models, fabrication models, and facilities
Workplace). At-risk subcontractors were all BIM-enabled. management systems.
Autodesk Inc. They provided detailed unit costs up front and Tocci
assumed responsibility for taking quantities off the model.
Although all the major players used BIM, “interoperability
of systems was a challenge,” said Chris Leary,
er e l rfiel
KlingStubbins’ principal in charge, “because the mechanical,
e l fi e l
plumbing, and millwork subcontractors used specialized
e o r o o re r er e
r l le o l re De o r o e or e o er r efi
Hospital Expansion center’s distinctive wood panel ceiling; the curved elements
were described by a mathematical algorithm. They were
shop fabricated using computer numerical controlled (CNC)
St. Clare Health Center machines driven by the design software. They arrived on site
fi o e er er e l o I oor o o
o e el l fire ro e o e
Encircle Health Ambulatory KlingStubbins learned that close collaboration with
Care Center builders (see Early Involvement) made redundant detailing
unnecessary. The process also freed architects to spend
ore eo e le e re e I
Walter Cronkite School of
Journalism

UCSF Mission Bay P I I DI P I

Autodesk Inc. AEC Waltham, e e o o Multi-party contract Autodesk Inc. KlingStubbins Tocci Building Companies
Medical Center Headquarters Massachusetts
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
At a Glance

Survey Data

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description Project Characteristics Project Delivery Experience

er Pl P er e l rfiel e l P I P I NA
fi e l
l e o el
I rfiel l or P I P I

re e ller I DI P e l re
e o el er I PI D P I

er e o l e l
Foundation I I
l
e o l fi e I

Boldt
ree e ell
2005
Wyatt Federal Building
P D 2007

Autodesk Inc.

Sutter Health Fairfield

Medical Office Building Building Size 69,948 sq. ft.

r l le o l re
Hospital Expansion

St. Clare Health Center

Project Cost $19,462,103 (construction only)

Encircle Health Ambulatory $$$
$$$
Care Center $$$
$$$
$$$
$$
$$
Walter Cronkite School of
Journalism
Schedule 14 months design 15 months construction
UCSF Mission Bay
Medical Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Description
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Project

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description
P er e l rfiel e l Sutter worked with the Lean Construction Institute to develop
er Pl fi e l
l e o el this new collaborative delivery method and with attorney Will
I rfiel l or o e r e o fir re re e e er or
50 years, to draft the integrated, tri-party contract.
re e ller I DI P e l re
e o el er I
er e o l e l
l Foundation
e o l fi e I

Boldt
ree e ell 2005
Wyatt Federal Building
P D 2007

Autodesk Inc.
ro e e or lo e o e fir r e IPD
project in the country. In spring of 2005, Sutter Health, one
Sutter Health Fairfield o el r e o or rofi e l re ro er or er
Medical Office Building California, was seeking an architect and builder to design
l re oo e l o fi e l
rfiel l or r e eer o e
r l le o l re job and almost immediately was introduced to the builder,
Hospital Expansion ol oe re e fir o le l re e
r l e e e oo fi rl o e
e ro e er ol oll or el
St. Clare Health Center
selected the main design-build subcontractors.
ro e ll o ree or e l o fi e
building housing primary care medical practices and
Encircle Health Ambulatory l or or e e fir l o o e o ll o
Care Center capital program. It was a relatively small project for Sutter
and as such, gave them the opportunity to test out a new
process of collaboratively designing and building facilities.
Walter Cronkite School of
Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Profile

Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

IPD

BIM
Cathedral Hill
Hospital IPD Profile

er Pl
Market Position Market Position Risk Management
l e o el As an organization that builds and owns multiple large and eo e r r re o er e elo e e r e
complex facilities, Sutter Health had both short and long project delivery system was to reduce their exposure to
term incentives to improve the delivery process and create unforeseen risk and number of disputations. By using a
re e ller better buildings. In 2004, they hosted the Sutter Lean shared risk structure, they prevent risk from being shifted
Technical Cost
e o el Complexity Predictability Summit with help from the Lean Construction Institute. This between contracting parties and believe it can reduce overall
three-day event set forth a vision for transforming the way project risk.
Sutter capital projects would be designed and built. Sutter
l Technical Complexity
believes an integrated form of agreement is the best way
e o l fi e to do this, and by supporting its development and adoption, This project was small and simple compared to other
fi o ro e healthcare projects undertaken by the parties involved and
ree e ell l o lo l e o r o fir o e therefore did not require any special coordination to achieve
Wyatt Federal Building o e fir ro e o le e e e r e el er the design and technical goals. This project was selected to
Schedule
Management Predictability test this delivery method because of its relative simplicity.
Cost Predictability
Autodesk Inc. e o le ro l e
* This motivation profile was created by our research team a primary motivation for Sutter to use an integrated project
with input from Jonathan Cohen, based on the January 2010 delivery method on this project and future projects.
publication, “Integrated Project Delivery: Case Studies,” written by
Sutter Health Fairfield
Jonathan Cohen, FAIA. Project teams did not have direct input to Schedule Predictability
Medical Office Building the profile scoring. Schedule management was a primary motivation for Sutter
o e e eI o r oll or e
r l le o l re delivery method. Although this project did not have
Hospital Expansion particularly challenging schedule requirements, Sutter
believes this delivery method can offer better predictability
of schedule, which would be critical for larger and more
St. Clare Health Center complex future projects where schedule.

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection
Data

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Survey

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Survey Data

er Pl * This case was conducted by Jonathan Cohen, FAIA for the

l e o el January 2010 publication, “Integrated Project Delivery: Case
Studies.” The questionaire developed by our research team
for the 2011 Case Study report was not administred to these
re e ller teams. No survey data available.
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

Sutter Health Fairfield

Medical Office Building

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Contract
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Contract

er Pl Contract Type The contract creates a system of shared risk with the goal
l e o el I I e r e or o ree e of reducing overall project risk rather than shifting it between
parties. Contingency funds are jointly managed by the
eI ree o r e ee e o er e project participants rather than at the owner’s
re e ller architect and the builder. Each party is held accountable discretion alone.
e o el to each other as equal partners. Architect and builder
combine their contingencies and are jointly responsible
for construction errors and design omissions. All books
l
in regard to the project are open. This contract was the
e o l fi e
fir o o e e o e r e
e ee e fir ree e o e e o
ree e ell construction project in the USA.
Wyatt Federal Building
Commercial Terms
Architect and builder combine their contingencies and
Autodesk Inc. are jointly responsible for construction errors and design
omissions. All books in regard to the project are open. This
o r e fir o o e e o e
r e e ee e fir ree e o e
Sutter Health Fairfield
used on a construction project in the USA.
Medical Office Building
Relational Expectations
r l le o l re eo e o fi o r ro o o
Hospital Expansion do with trust: “The Parties recognize that each of their
opportunities to succeed on the Project is directly tied to
the performance of other Project participants. The Parties
St. Clare Health Center shall therefore work together in the spirit of cooperation,
oll or o l re e or e e efi o e
Project, and within the limits of their professional expertise
Encircle Health Ambulatory and abilities.”
Care Center Implementation Tools

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
Goals
Case Studies

BIM
Cathedral Hill
Hospital Goals

er Pl fi e o De e er e
l e o el e r o o r le e l o fi e l
established. Sutter’s internal budget of $19 million was
e o er e er ro e l le r e r l
re e ller e ol fir e e er
e o el e e l o e or r ee r e P
o ree e ree r e e fi l
o r o o l e
l
of value-added, owner initiated scope additions.
e o l fi e
Outcomes and Lessons
ree e ell Sutter needed the building delivered in 25 months and
Wyatt Federal Building that was accomplished under budget despite a three-month
delay for reprogramming at the start of the project and with
e o o e r o e er ll er er le e
Autodesk Inc. with the building and the process. Lessons learned from this
pilot project have been applied to larger and more complex
projects Sutter is currently undertaking, including California
P fi e l e er ll o e Cathedral
Sutter Health Fairfield
Hill Campus in San Francisco and the $320 million Sutter
Medical Office Building Medical Center in Castro Valley, California.
I e e er ro e e fi er lle
r l le o l re Conditions of Satisfaction are negotiated for, among other
Hospital Expansion ro o er o ro e e fi e
reducing time to build and reducing consumption of
natural resources.
St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Risk/Reward

Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Risk/Reward

er Pl e e rl er o o I e or ro e llo e or
l e o el fi l e e l e r ele e o o
le e I ll o e o e l er o
“We were still in the mindset of business as usual.”
re e ller ol el fi l e e o l e ee
e o el e efi o ro e e e e o o o e
trade contractor level. All of the considerable project savings
in this case went only to the owner.
l
D e e e e ol ro re e e
e o l fi e
alignment of commercial interests is key. “By aligning the
owner’s commercial goals with those of the project team it
ree e ell is possible to create a win-win situation where any incentive
Wyatt Federal Building payment becomes an acknowledgement of a job well done
and not the driver of it.” He believes the way to do that is to
rofi e r e e ro ee e o e le o
Autodesk Inc. learned is that the best way to ensure commercial alignment
o o le el e r e e o o e or ro e rofi
That way, as the team continues to drive down the cost,
the partners’ actual return as a percent of revenue goes
Sutter Health Fairfield
up.” He would apply that thinking to every input from design
Medical Office Building services to structural steel. By contrast, Bonnie Walker of
re e er e e e eo e e ool
r l le o l re necessarily leads to project centered behavior. For example,
Hospital Expansion if the architect’s fee is a not-to-exceed amount based on a
planned number of hours, any savings from hours not used
are rolled into the incentive pool with the architect getting
St. Clare Health Center a smaller percentage back. “I like having control of our
fees,” she says, “I believe that a lump-sum fee is a leaner
approach. It doesn’t take an incentive pool to get us to
Encircle Health Ambulatory behave collaboratively.”
Care Center Subsequent Sutter IPD projects have used incentives
e ro e oole rofi o re r
designers and builders for meeting and exceeding agreed
Walter Cronkite School of project goals. In these projects most consultants and trade
Journalism contractors participate in the pool as well.

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Liability
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Liability

er Pl There was not a “no-sue” clause. The parties agreed

l e o el o e l er e e re ol o fir e ore
Team, then by agreeing to rely on an expert third party for
resolution, and if necessary to mediation. The architect’s
re e ller liability for consequential damages was limited to the amount
e o el of its fee and the builder’s liability for consequential damages
was limited to an amount equal to its fee plus
general conditions.
l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

Sutter Health Fairfield

Medical Office Building

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Insurance
e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Insurance

er Pl The owner, architect and builder agreed to indemnify each

l e o el other and to provide typical insurance, including architects’
professional liability insurance, at limits established in
eI
re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

Sutter Health Fairfield

Medical Office Building

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Leadership
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Leadership

er Pl Champion
l e o el er

Team Structure
re e ller As an organization, Sutter Health paved the way for
e o el IPD. As an owner of a large healthcare system, Sutter is a
serial builder and after having had its share of disputatious
projects, was looking for a better way to build facilities. It
l
hosted the Sutter Lean Summit in 2004, with help from the
e o l fi e
Lean Construction Institute. This three-day event set forth a
vision for transforming the way Sutter capital projects would
ree e ell e e e l e rfiel e fir er
Wyatt Federal Building Heath project to use a tri-party, integrated form of agreement
drafted by attorney Will Lichtig, as the basic design and
construction contract.
Autodesk Inc. The project team was organized into three leadership
levels. An Integrated Project Team (IPT) composed of project
er le el re re e e o er ol
e or o r or o e le r o l
Sutter Health Fairfield
Industries, met weekly throughout design and construction;
Medical Office Building representatives of other trade contractors and stakeholders
augmented the committee when appropriate.
r l le o l re A higher-level Core Team, consisting of a senior
Hospital Expansion re re e ee o er ol e o l
to resolve issues passed up from the IPT.
Any decisions that could not be unanimously agreed at
St. Clare Health Center this level could be referred to an Executive Level committee
with higher-level representation from the three partners.

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals

Firm
o l
Case Studies

BIM
Cathedral Hill
Hospital Firm Selection

er Pl er e o ele r e e r
l e o el o er e e o e o r e e
of a successful prior relationship with Sutter. Subsequently,
er e o ee ol o ee e fir
re e ller l re l e e fir re o l or e o e er
e o el on traditional design-bid-build projects in the Midwest. The
r l e e e oo fi e r r
contract called for the core team of owner, architect, and
l
builder to collaboratively select the main design-build
e o l fi e
subcontractors very early in the design process. Smaller
sub-trades were competitively bid with lump sum prices.
ree e ell
Wyatt Federal Building

Autodesk Inc.

Sutter Health Fairfield

Medical Office Building

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Team
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Team Selection

er Pl No information available regarding participant

l e o el selection characteristics.

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

Sutter Health Fairfield

Medical Office Building

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Planning
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Project
Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Planning

er Pl IPD re re fi e o e r Pro e
l e o el Planning stages. Participants, when asked if IPD was
applicable to all projects, felt that it is ideal for larger-scaled,
complex projects and perhaps does not have proportionate
re e ller value in smaller, simpler projects. This is perhaps more
e o el re e o o e ro e e oe l IPD
standards and procedures rather than an issue of scale.
Subcontractors found that more intense effort is required
l
up front than in negotiated or design-assist projects, but
e o l fi e
the payback comes later with rework almost completely
eliminated. The early commitment inherent in IPD allows
ree e ell them to devote these resources to the preconstruction
Wyatt Federal Building phase, (see Early Involvement).

Autodesk Inc.

Sutter Health Fairfield

Medical Office Building

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Implementation

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Implementation

er Pl The Lean Construction Institute played an integral role in

l e o el the planning and implementation of the integrated process
(see Leadership). Several lean construction techniques such
as, “Last planner,” “reliable promises,” “pull scheduling,” and
re e ller end-of-day “huddles” were employed with success. Just-in-
e o el time materials management, another lean process, was not
used in this project, in part because there were large areas
available for staging.
l
e ool le e e o ro e el e
e o l fi e
document and preserve programming decisions were ”room
data sheets,” (see also Decision Making). This tool helped
ree e ell e e l re re e er e fi l o o e
Wyatt Federal Building e e ee e fie r ro r

Autodesk Inc.

Sutter Health Fairfield

Medical Office Building

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Involvement
Definition of Terms

Information Sharing
Project Description

Early Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Early
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Early Involvement

er Pl The initial project team consisted of Sutter Health (the

l e o el o er ll or or e e er e o l e l o o
e lo l er fil e ol ro or
Core Team, together selected and brought on the main
re e ller design-build subcontractors very early in the design process,
e o el see Project Planning.
Preconstruction design assist is vital for those trades
that have the biggest impact on other systems. Mechanical,
l ele r l l fire ro e o er l ll o
e o l fi e that category, but Boldt learned that exterior glazing and
skin should also be one of the trades selected early to fully
ree e ell engage early in design.
Wyatt Federal Building e le o e e efi o e rl ol e e
conjuncture with Building Information Modeling (BIM)
e e ro e er o e e fie e ore
Autodesk Inc. construction. Live group modeling sessions around a
projector were held every other week. Steel structure was
modeled along with duct runs, cable trays, plumbing lines
and sprinkler system. These sessions enabled the IPT team
Sutter Health Fairfield
to identify over 400 systems clashes that, because they
Medical Office Building ere o ere e rl ro e fi o
e o re e fiel ro er e le ore
r l le o l re prefabricated work, and less redesign,” according to Boldt’s
Hospital Expansion Jay Harris.

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning

Transparency
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Transparency

er Pl All books in regard to the project are open. Also see

l e o el Information Sharing.

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

Sutter Health Fairfield

Medical Office Building

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Making
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Decision
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Decision Making

er Pl Implementation tools, such as lean construction process, l er e er e e re l o orre e or

l e o el helped provide a framework for the team to collaborate and requiring documentation to record the change, owner
make decisions, (see Implementation oo ee accepted nonconforming work or builder-requested
and narratives were used to guide the team’s decision changes.
re e ller making to achieve the detailed requirements for each room
e o el l e e ee fi e l e o er By the end of the project there were no change orders that
special requirements. This approach was used to document had not been initiated by the owner.
and preserve decisions made by stakeholders during
l Lesson Learned
ro r e re e fi l ro e e
e o l fi e The owner must be kept engaged from earliest design
needs.
and throughout construction. In this case, during construction
ree e ell Consideration of change orders was limited to the following the owner’s project manager was distracted with another,
Wyatt Federal Building categories: more troublesome project and the team felt that this might
have slowed decision-making.
er e er e re e e o er o er
Autodesk Inc. suppliers or consultants.

2. Unknown conditions–items that could not be

anticipated during design or which builder could not
Sutter Health Fairfield
have anticipated during pre-construction.
Medical Office Building
De refi e e e l e o e o er er
r l le o l re would have paid for work if included in bid documents.
Hospital Expansion
4. Construction revision–no added value to the owner.
Something had to be added, removed or reworked once
St. Clare Health Center it was installed as a result of design error or omission.

o er e e er e e re l o
Encircle Health Ambulatory unforeseen agency code interpretations, newly enacted
Care Center codes or policies being enforced which could not have
been anticipated during design or bidding.

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance

Culture
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Culture

er Pl The ability of the design team to work directly and

l e o el interactively with subcontractors was appreciated by both
sides and relieved the general contractor of always having to
be the hub of information exchange.
re e ller Participants reported a feeling of being respected as
e o el equal partners in a collaborative process in which everyone’s
o o l e I o o e e fi e e e
from such a process, there was a sense of goodwill, trust
l
and professional satisfaction.
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

Sutter Health Fairfield

Medical Office Building

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data

Workplace
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Workplace

er Pl No information available.
l e o el

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

Sutter Health Fairfield

Medical Office Building

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Sharing
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency

Information
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Information Sharing

er Pl Boldt’s project web site became the repository of project

l e o el information and the place where submittals were made and
processed electronically. The architect was able to process
over 50% of the submittals without paper documentation.
re e ller The ability of the design team to work directly and
e o el interactively with subcontractors was appreciated by both
sides and relieved the general contractor of always having to
be the hub of information exchange.
l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

Sutter Health Fairfield

Medical Office Building

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
BIM
Cathedral Hill
Hospital BIM

er Pl The extensive use of BIM was a new experience

l e o el for architect, builder and owner, although the MEP
subcontractors had limited prior experience.
BIM enabled the group to identify over 400 systems
re e ller clashes during design, providing increased accuracy
e o el l l or fiel or fi o
schedule savings. During construction, BIM was used with
P e re e o ro or er o e e l
l
decking before concrete was placed. Layout that normally
e o l fi e
would have taken 2-3 weeks was accomplished with greater
accuracy in 2-3 days. The more accurate hanger placement
ree e ell allowed for much larger sections of prefabricated ductwork
Wyatt Federal Building le fiel l or or e or le e l e or
was needed from the architect – with no loss of design and
quality control.
Autodesk Inc.
Lessons Learned
I re ro e ol e o ro e fiel
superintendents with BIM capability in the trailer. In this
Sutter Health Fairfield
project, a few of the subcontractors did not want their
Medical Office Building foremen attending the group scheduling meetings. Boldt now
makes this a mandatory requirement.
r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

er e l rfiel rfiel l or e Multi-party contract er e o l e l r e Boldt
Medical Center e l fi e l Foundation, Sutter Health and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
At a Glance

Survey Data

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description Project Characteristics Project Delivery Experience

er Pl P r l le o l re P I P I NA
Hospital Expansion
l e o el
I St. Louis, Missouri P I P I

re e ller I DI P Healthcare
e o el Multi-party contract PI D P I

SSM Healthcare
I I
l I Christner, Inc.
e o l fi e
Alberici Constructors, Inc.

ree e ell 2004

Wyatt Federal Building P D 2007

Autodesk Inc.

er e l rfiel
e l fi e l Building Size 138,000 sq. ft.

Cardinal Glennon
Children’s Hospital

St. Clare Health Center

Project Cost $45,572,449 (construction only)

Encircle Health Ambulatory $$$$$$$
$$$$$$$
Care Center $$$$$$
$$$$$$
$$$$$$
$$$$$$
$$$$$$
Walter Cronkite School of
Journalism
Schedule months design NA 24 months construction
UCSF Mission Bay
Medical Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Description
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Project

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description
P r l le o l re workshop, a four party integrated contract was put in place
er Pl Hospital Expansion
l e o el on this project.
I St. Louis, Missouri

re e ller I DI P Healthcare
e o el Multi-party contract
SSM Healthcare
l I Christner, Inc.
e o l fi e
Alberici Constructors, Inc.
2004
ree e ell
Wyatt Federal Building P D 2007

Autodesk Inc.
e ro e e o er e l re
assembled a team including the architect Christner Inc.,
Pe eer r I l er l er o e
er e l rfiel
and build a 138,000 square foot, $45.5 million children’s
e l fi e l
hospital expansion. The project delivery was not IPD to begin
l e e re o ell o e e
Cardinal Glennon Construction Institute to conduct a two-day seminar with
Children’s Hospital SSM and their project partners. SSM Healthcare’s Executive
Director of Design and Construction, Donald E. Wojtkowski,
o fir le r e o IPD le o r o e
St. Clare Health Center the Sutter Lean Summit in 2004, initiated this event. After
a long career developing healthcare projects he was
particularly attracted to the notion of relational contracting.
Encircle Health Ambulatory He felt that healthcare projects in particular were not well
Care Center served by the traditional design-bid-build process due to their
o le le e le e ee or e l e
felt that the traditional process was too much about risk-
Walter Cronkite School of shifting to the detriment of project value. Following the LCI
Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Profile

Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

IPD

BIM
Cathedral Hill
Hospital IPD Profile

er Pl
Market Position Market Position
l e o el SSM Healthcare develops, owns, and operates many
large-scale facilities and therefore had a short and long
term incentive to improve the delivery process in their
re e ller region. SSM Healthcare’s Executive Director of Design
Technical Cost
e o el Complexity Predictability o r o Do l o o o fir le r e
of IPD and lean by attending the Sutter Lean Summit in
2004, brought the lessons back to their region and began
l educating their local industry partners to improve their
e o l fi e market options.

ree e ell Cost Predictability

Wyatt Federal Building IPD was implemented after the budget was set and therefore
Schedule
Management Predictability this was not a primary motivator for SSM to implement IPD
and Lean.
Autodesk Inc.
* This motivation profile was created by our research team Schedule Predictability
with input from Jonathan Cohen, based on the January 2010 IPD was implemented after the schedule was set and
publication, “Integrated Project Delivery: Case Studies,” written by therefore this was not a primary motivator for SSM to
er e l rfiel
Jonathan Cohen, FAIA. Project teams did not have direct input to implement IPD and Lean.
e l fi e l
the profile scoring.
Risk Management
Cardinal Glennon This was one of the primary motivations for SSM Healthcare
Children’s Hospital to more towards a collaborative delivery method. They felt
strongly that traditional design-bid-build models too often
result in risk shifting between contracting parties and felt IPD
St. Clare Health Center would help eliminate this.

Technical Complexity
This project had a high level of technical complexity. All
Encircle Health Ambulatory
parties seemed to agree that IPD is well suited for large,
Care Center
complex projects.

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection
Data

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Survey

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Survey Data

er Pl * This case was conducted by Jonathan Cohen, FAIA for the

l e o el January 2010 publication, “Integrated Project Delivery: Case
Studies.” The questionaire developed by our research team
for the 2011 Case Study report was not administred to these
re e ller teams. No survey data available.
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

Cardinal Glennon
Children’s Hospital

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Contract
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Contract

er Pl Contract Type
l e o el o o r e o er I e r e or o
ree e I

re e ller ro e e o r I o r o e
e o el owner, architect, MEP engineer and builder; however this
project did not begin with this IPD contract. No information is
available regarding the state of the project at the time of the
l
I le e e e o r l o e r e r e
e o l fi e
o r or l e el r fi fire
protection, using a “Lean Pool” or risk/reward pool.
ree e ell
Wyatt Federal Building Commercial Terms
e o r e o er I l e
risk/reward pool and open book accounting. The contract did
Autodesk Inc. not have special insurance requirements and teams did not
agree to limit liability. The actual contract was not available
for this summary, and therefore we cannot comment on
relational language.
er e l rfiel
e l fi e l
Relational Expectations
Each party is held accountable to each other as equal
Cardinal Glennon partners. Architect and builder combine their contingencies
Children’s Hospital and are jointly responsible for construction errors and
design omissions.
The owner felt that “relational” contracts based on the
St. Clare Health Center Sutter model try too hard to dictate behavior. SSM felt that
similar results could be achieved through the use of standard
contracts but with addendums spelling out expectations with
Encircle Health Ambulatory regard to collaboration and lean methodologies.
Care Center
Implementation Tools
No information available.
Walter Cronkite School of
Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
Goals
Case Studies

BIM
Cathedral Hill
Hospital Goals

er Pl The budget and scope had been established by the same

l e o el project team as part of an earlier campus master plan. Since
IPD was implemented after the project was well into design,
this criterion does not strictly apply.
re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

Cardinal Glennon
Children’s Hospital

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Risk/Reward

Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Risk/Reward

er Pl “Lean Partners” (parties inside the risk pool) included

l e o el the architect and contractor, but also extended to included
P ll el r fi fire ro e o
subcontractors. Smaller pieces of the work were bid out with
re e ller fi e r e
e o el
Sidebar Comment
With respect to incentive pools, attorney Will Lichtig
l
observes, “There will always be carrots and sticks in the
e o l fi e
way we deliver projects. We can’t always be smart enough
to know that what we offer as a carrot or a stick will not
ree e ell have unintended consequences. We want to make sure that
Wyatt Federal Building whatever economic system we put in place will not prevent a
person from always doing what is best for the project and not
any individual participant.”
Autodesk Inc.

er e l rfiel
e l fi e l

Cardinal Glennon
Children’s Hospital

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Liability
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Liability

er Pl ere o o e l e eI
l e o el

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

Cardinal Glennon
Children’s Hospital

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Insurance
e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Insurance

er Pl Each party carried typical general and professional

l e o el liability insurance.

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

Cardinal Glennon
Children’s Hospital

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Leadership
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Leadership

er Pl Champion
l e o el er e l re

Team Structure
re e ller er e e e
e o el Core Team
IPD Field Team

l
eI e l e IPD el e ore e
e o l fi e
to manage the project. The Field Team brought together a
rolling cast of mid-level project participants at frequent
ree e ell intervals to resolve routine issues. The Core Team, made
Wyatt Federal Building up of the owner, architect, engineer, and builder, plus the
”lean partners” who had a stake in the incentive pool, met
weekly to resolve issues and make most decisions, (also
Autodesk Inc. see Decision Making). Above the Core Team level, however,
decisions were made by the owner’s management team at
their discretion, albeit infrequently and with great restraint.
Christner’s Tom Van Landingham felt that the Core Team
er e l rfiel
l o e o fi eo ol o or e
e l fi e l
project. “We supported each other and looked out for each
other. ‘I win-you lose’ was not an acceptable outcome for
Cardinal Glennon this project.”
Children’s Hospital
Lessons Learned
Christner is looking for the opportunity to use IPD again,
St. Clare Health Center but according to Tom Van Landingham “You need scale and
sophisticated management. You need a self-selected team.
You’re challenging the owner to get deeper into their own
Encircle Health Ambulatory ro e I e fiel o e l re ere e er
Care Center between lean operations and IPD.”

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals

Firm
o l
Case Studies

BIM
Cathedral Hill
Hospital Firm Selection

er Pl e fir IPD e er e e or o er r e
l e o el MEP engineer and builder. The decision to use IPD was
made after architect, engineer, and builder were on board
e or e r er r
re e ller Alberici had prior working relationships with SSM and with
e o el each other. Christner had designed the Phase I bed tower
for the hospital. Structural engineering was provided by
Christner’s consultant.
l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

Cardinal Glennon
Children’s Hospital

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Team
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Team Selection

er Pl No information available regarding participant

l e o el selection characteristics.

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

Cardinal Glennon
Children’s Hospital

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Planning
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Project
Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Planning

er Pl Donald E. Wojtkowski, SSM Healthcare’s Executive

l e o el D re or o De o r o fir le r e o IPD
and lean construction by attending the Sutter Lean Summit
in 2004. After a long career developing healthcare projects
re e ller he was particularly attracted to the notion of relational
e o el contracting. He felt that healthcare projects in particular were
not well served by the traditional design-bid-build process
due to their complexity, lengthy schedules and the need for
l
e l e el e r o l ro e oo
e o l fi e
about risk-shifting to the detriment of project value. To that
e l e e e le o r o o e re
ree e ell Howell of UC Berkeley to come to St. Louis for a two-day
Wyatt Federal Building seminar involving SSM and its partners, including architects,
engineers, general and specialty contractors.

Autodesk Inc.

er e l rfiel
e l fi e l

Cardinal Glennon
Children’s Hospital

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Implementation

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Implementation

er Pl Lean processes were applied and the Lean Construction

l e o el Institute (LCI) institute participated in a 2 day planning
event early in the project. No detailed information regarding
implementation tools and strategies is available.
re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

Cardinal Glennon
Children’s Hospital

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Involvement
Definition of Terms

Information Sharing
Project Description

Early Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Early
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Early Involvement

er Pl This project started using a traditional delivery method,

l e o el however all of the major players had previous working
relationships and the primary contractor was selected
early in design.
re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

Cardinal Glennon
Children’s Hospital

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning

Transparency
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Transparency

er Pl All books with regard to the project were open.

l e o el

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

Cardinal Glennon
Children’s Hospital

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Making
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Decision
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Decision Making

er Pl The team structure and decision making process was set

l e o el up to be collaborative and transparent between the primary
ro e r ro e re e lo e l
while working towards the best decisions for the project.
re e ller An example of how this collaborative decision making
e o el process worked came up during concrete placement. The
builder proposed that concrete maturity testing (CMT) be
used to measure strength as opposed to the traditional
l
method of successively testing cylinder samples. With CMT,
e o l fi e
sensors are embedded in the concrete and data is read from
the outside. The advantage is that forms can be stripped
ree e ell earlier and time saved. Although this technique has long
Wyatt Federal Building been used for pavement testing, it was a relatively new
o e r r l o re e er r e r r l
e eer l er e e e e e efi
Autodesk Inc. r l el e e
of Alberici said, “With this process, it’s important to reach
consensus. You just can’t push people beyond their
comfort level.”
er e l rfiel
e or lle e ro e r o r o
e l fi e l
e e el e le er e e l ro e
by open, transparent, and cooperative management. After
Cardinal Glennon e fir ele e oor e l e e fiel re
Children’s Hospital o ere er o o e ee re r e l
and plumbing sleeves that needed to penetrate the slab to
serve the NICU rooms. In the course of a “huddle” aimed
St. Clare Health Center fi ol o re l e e o o l
be avoided by shifting the entire plan 3 ½” with respect to
the column grid. “How likely are architects and engineers
Encircle Health Ambulatory going to volunteer to make that kind of design change in the
Care Center middle of construction?” asks Tom Van Landingham. But
because the designers were incentivized to be part of the
larger team they were able to make the necessary design
Walter Cronkite School of and coordination changes in just three days. In the end, the
Journalism project was occupied six weeks earlier than planned.

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance

Culture
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Culture

er Pl For the owner, there was no culture clash due to the move
l e o el toward IPD. SSM Healthcare as an organization was already
committed to Continuous Quality Improvement and it was a
natural transition to apply “lean operations” principles to its
re e ller capital programs.
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

Cardinal Glennon
Children’s Hospital

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data

Workplace
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Workplace

er Pl No information available.
l e o el

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

Cardinal Glennon
Children’s Hospital

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Sharing
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency

Information
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Information Sharing

er Pl No information available.
l e o el

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

Cardinal Glennon
Children’s Hospital

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
BIM
Cathedral Hill
Hospital BIM

er Pl BIM was not used extensively in design. In 2004,

l e o el r er r ere ll or D o
There was a desire to use BIM to model building systems
but there were incompatible software platforms all around
re e ller the table. Much of the coordination was done by experienced
e o el fiel er o el e eer or o er l le I
spite of the low-tech approach, the incentive system gave
the contractors nothing to lose and everything to gain by
l
fi fi l e e rl o le
e o l fi e
Christner has since transitioned to BIM and expects it to
support future IPD projects.
ree e ell The NICU project needed to transition from a 44-bed
Wyatt Federal Building o e r o r e e roo o re e
existing staff. Christner led a highly interactive process with
NICU staff to better understand the implications of this new
Autodesk Inc. r o fi r o e e e l ll le roo
mock-up and simulated staff working conditions to be certain
that everything in the unit would function as planned.
er e l rfiel
e l fi e l

Cardinal Glennon
Children’s Hospital

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

r l le o St. Louis, Missouri Hospital Multi-party contract SSM Healthcare Christner, Inc. Alberici Constructors, Inc.
Medical Center Children’s Hospital
Expansion
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
At a Glance

Survey Data

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description Project Characteristics Project Delivery Experience

er Pl P St. Clare Health Center P I P I NA

l e o el I Fenton, Missouri
P I P I
I DI P Healthcare
re e ller NA
e o el PI D P I
SSM Healthcare
I I I
l
e o l fi e Alberici Constructors, Inc.

2005
ree e ell P D 2009
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l Building Size 430,000 sq. ft.

r l le o l re
Hospital Expansion

St. Clare Health Center

Project Cost $157,247,000
Encircle Health Ambulatory $$$$$$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$$$$$$
Care Center $$$$$$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$$$$$
$$$$$$$$$$$$$$$$$$$$$$
Walter Cronkite School of
Journalism
Schedule 42 months design 17 months construction
UCSF Mission Bay Medical
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Description
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Project

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description
P St. Clare Health Center l er fir IPD ro e ro
er Pl
l e o el I Fenton, Missouri o
e o r or IPD e er e e er e l
l or e ro e e o l ee
I DI P Healthcare o fi e er e o e er e l ee o fi e e e
re e ller NA more comfortable with this new way of working.
e o el The project is comprised of a 430,000 square foot
SSM Healthcare six-story, 154-bed inpatient tower, an 85,000 square foot
I e l o fi e l re oo l or
l care center. The campus also includes an emergency
e o l fi e Alberici Constructors, Inc.
room and other diagnostic and surgical components. SSM
2005 e l re o o re efi e e e e er e e
ree e ell or e o or e e ro r ro o
P D 2009
Wyatt Federal Building story “main street,” with nodes that evoke “marketplace,”
“hotel,” “factory,” “healing garden,” and “condominium.”

Autodesk Inc.
In 2005, SSM Healthcare assembled a team of architect,
o r or l er o le e IPD le
construction on their St. Clare Health Center in Fenton,
er e l rfiel
Missouri; a $157 million replacement hospital and medical
e l fi e l
campus. This project just followed the completion of SSM’s
r l le o l re o l o
r l le o l re Alberici tested the implementation of IPD and lean strategies,
Hospital Expansion albeit late into the project (see r l le o l re
Hospital Case Study for details.)
e l re ee el e e re
St. Clare Health Center Howell of the Lean Construction Institute. In late 2004, SSM
invited Howell to St. Louis and held a two-day Lean and IPD
seminar with their local industry partners. After having some
Encircle Health Ambulatory success with IPD and Lean on the r l le o project,
Care Center SSM decided to implement IPD and lean construction from
the beginning with St. Clare. Advisors were brought in to help
implement the Last Planner system, a construction planning
Walter Cronkite School of methodology developed by the Lean Construction Institute.
Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Profile

Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

IPD

BIM
Cathedral Hill
Hospital IPD Profile

er Pl
Market Position Market Position team’s behavior and optimize team performance in order to
l e o el SSM Healthcare develops, owns, and operates many achieve high quality in a complex project. All parties seem to
large-scale facilities and therefore had both short and long agree that IPD is best suited for large, complex projects.
term incentives to improve the delivery process in their
re e ller region. SSM Healthcare’s Executive Director of Design
Technical Cost
e o el Complexity Predictability o r o Do l o o o fir le r e
of IPD and lean by attending the Sutter Lean Summit in
2004, brought the lessons back to their region and began
l educating their local industry partners to improve their
e o l fi e market options.

ree e ell Cost Predictability

Wyatt Federal Building e e e re o e e le ere ore o
Schedule
Management Predictability predictability was not the primary reason for selecting IPD as
the delivery method. SSM Healthcare did not hold the team
Autodesk Inc. o P o e e e r r ro e r er
* This motivation profile was created by our research team at cost plus a fee. SSM felt releasing the contractor from
with input from Jonathan Cohen, based on the January 2010 fi lr eo l oe re e e o l
publication, “Integrated Project Delivery: Case Studies,” written by truly change their behavior and work towards the good of
er e l rfiel
Jonathan Cohen, FAIA. Project teams did not have direct input to the project.
e l fi e l
the profile scoring.
Schedule Predictability
r l le o l re o e fi or o l le or er re o
Hospital Expansion
Risk Management
This was one of the primary motivations for SSM Healthcare
St. Clare Health Center to move towards a collaborative delivery method. They felt
strongly that traditional design-bid-build models too often
result in risk shifting between contracting parties and felt IPD
would help eliminate this.
Encircle Health Ambulatory
Care Center
Technical Complexity
This was one of SSM’s primary motivations for moving
Walter Cronkite School of towards IPD. They prioritized incentives that would shift the
Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection
Data

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Survey

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Survey Data

er Pl * This case was conducted by Jonathan Cohen, FAIA for the

l e o el January 2010 publication, “Integrated Project Delivery: Case
Studies.” The questionaire developed by our research team
for the 2011 Case Study report was not administred to these
re e ller teams. No survey data available.
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Contract
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Contract

er Pl Contract Type
l e o el o r r e o I

The tri-party IPD contract, based on the Integrated Form

re e ller o ree e I e er e l o e
e o el by SSM’s local attorney for use as a model document for this
and future SSM projects.

l
Commercial Terms
e o l fi e
By contract, each party is held accountable to the
others as equal partners. Architect and builder combine
ree e ell their contingencies and are jointly responsible for
Wyatt Federal Building construction errors and design omissions. “Lean partners,”
i.e. subcontractors within the shared risk/reward circle,
l e P ll el r fi fire
Autodesk Inc. protection. Smaller pieces of the work were bid out in the
traditional way.

Relational Expectations
er e l rfiel
The owner felt that “relational” contracts based on the
e l fi e l
Sutter model try too hard to dictate behavior. SSM’s Donald
Wojkiowski wondered if similar results could be achieved
r l le o l re through the use of standard contracts but with addendums
Hospital Expansion spelling out expectations with regard to collaboration and
lean methodologies.

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
Goals
Case Studies

BIM
Cathedral Hill
Hospital Goals

er Pl In this case the initial budget was established by a

l e o el program manager without the involvement of architect and
builder. Because this initial budget was not jointly validated,
the owner had to supplement it with additional funds to
re e ller satisfy programmatic goals for the project.
e o el Besides schedule and budget, project goals included
ro e o er o l ro e fi er ere
o e e e e ro e fi e
l
through design to the greatest extent possible.
e o l fi e
Had the budget and program been collaboratively set
between owner, architect, and builder at the beginning, it
ree e ell would likely have not been necessary to go “back to the
Wyatt Federal Building well” for additional funds to square the budget with program.
The owner thought the process works very well for large
and complex projects but is perhaps not needed for smaller
Autodesk Inc. (under $5 million) projects, in part because SSM tends to
o e ro e o ller l er e fir or fir
without broad experience in healthcare.
er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Risk/Reward

Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Risk/Reward

er Pl At the beginning, SSM felt that this project, with its

l e o el fi o e o e e or e le P oe
in the goals section, the budget for the project had been
e ro r er r or o e e e e o
re e ller and Alberici. When the architect and builder began their
e o el work it quickly became clear that the budget did not match
SSM’s aspirations for the project. The owner was willing to
e er e e o P l e e ll
l
complete and subcontractors were comfortable enough with
e o l fi e
their prices that they could eliminate most contingencies.
e ll e r e P ere o le e
ree e ell e ee e e o er ll e I ee o P e
Wyatt Federal Building the architects and builders worked collaboratively to hold
o o ere o re re o ol o fi e r e
and were paid cost plus a fee. Because the builders’ risk
Autodesk Inc. ere l o el e fi l e e ere o
deemed by the owner to be necessary.
The owner learned from an earlier project, Cardinal
le o rele e ro P re erre e
er e l rfiel
l er o er fi l e e Do l o o
e l fi e l
SSM Healthcare’s Executive Director of Design and
Construction, said “The only way you’re going to get the
r l le o l re complex design and construction resources needed for a
Hospital Expansion project like St. Clare, to get them to change their behavior,
o re o e fi lr e e er o e P or
stipulated sum, if you need to deviate from the schedule for
St. Clare Health Center the good of the project, you’re going to get a change order
and be arguing about it for the rest of the project.”

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Liability
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Liability

er Pl There was not a “no-sue” clause. There was a limitation

l e o el on consequential damages.

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Insurance
e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Insurance

er Pl No information available.
l e o el

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Leadership
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Leadership

er Pl Champion
l e o el er e l re

Team Structure
re e ller e or e er e ore e IPD el e
e o el
A tiered decision making structure was established
eI e IPD el e l e ll
l
participants active at a given time, met daily to review routine
e o l fi e
matters. The Core Team, with senior representation of the
owner, architect, engineers, and builder, met weekly to
ree e ell oll or el e e e ore fi l
Wyatt Federal Building decisions. A senior Leadership Team convened monthly to
resolve issues when consensus could not be reached in the
Core Team. The Leadership Team included representatives
Autodesk Inc. o e ere e r e l l er

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals

Firm
o l
Case Studies

BIM
Cathedral Hill
Hospital Firm Selection

er Pl l er fir IPD ro e ro
l e o el o e o r or IPD e er e e er e l
in California. But according to Wojtkowski, that previous
e er e e e el r er o e o fi e
re e ller l ee er e o e er e l ee o fi e
e o el became more comfortable with this new way of working.

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Team
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Team Selection

er Pl No information available regarding participant

l e o el selection characteristics.

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Planning
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Project
Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Planning

er Pl In late 2004, Wojtkowski invited lean construction pioneer

l e o el re o ell o o e o o or o e r
involving SSM and the partners with whom it did business,
including architects, engineers, builders, and specialty
re e ller subcontractors. SSM was encouraged to test the process
e o el o r l le o l re ro e e lre
er er r l le o o le e
decided to implement IPD and lean construction from the
l
beginning with St. Clare. Advisors were brought in to help
e o l fi e
implement the Last Planner system, a construction planning
methodology developed by the Lean Construction Institute.
ree e ell e er o o o or e o
Wyatt Federal Building several IPD projects, feels that architectural work hours can
be taken from the construction administration phase and
shifted to schematic design. “There is an intense amount
Autodesk Inc. of work required of the designers at the beginning of the
process but the time needed during construction to review
I l o re l re e ere
o lo er efi e e o o e o
er e l rfiel
time gets pulled forward as well. Kerschbaum learned that
e l fi e l
during construction more time is freed to actually spend on
the job site and much less “busy work” is required in
r l le o l re e o fi e
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Implementation

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Implementation

er Pl e e o r o I e I l e fi
l e o el role in implementing lean construction tools, such as the Last
Planner System, on the project from the very beginning.

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Involvement
Definition of Terms

Information Sharing
Project Description

Early Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Early
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Early Involvement

er Pl e ore e o l er l e I e er ro e er
l e o el the start of the project. At the same time, a program manager “We could have drawn it all but we wouldn’t have known if
was also engaged. The program manager, who was not there needed to be a joint here or a piece of unistrut there.
familiar with IPD, advised SSM to establish a guaranteed o e er e ree o er ll fi
re e ller r e P oo o le e when the actual fabricator is doing the modeling. Everything
e o el risk of cost overruns on to the builder and architect. He should be drawn and detailed by the right person at the right
advocated using standard, separate design and construction time and then put together into the overall model.” Virtually
contracts but with addendums mandating a lean construction all systems including power, low voltage, lighting, mechanical
l ro e o e e e o e e er e e fire ro e o ere o ele e l
e o l fi e California, IPD had to be implemented in full for the process
to work. “You could not cherry-pick some items and leave
ree e ell o o er r er r l r e
Wyatt Federal Building “we’re either going to use the whole agreement or none of
the agreement.” Alberici seconded the motion, and SSM
subsequently agreed to move forward with an integrated
Autodesk Inc. form of agreement and without a program manager. The
e l ele r l fire ro e o o r or
were contracted to Alberici and signed joining agreements
prior to the start of design.
er e l rfiel
lo l P o l e eer fir
e l fi e l
or er e re o o e elo e D le
line diagrams showing duct sizes and locations as well as
r l le o l re er or e e e e e e elo
Hospital Expansion architectural and structural designs in their Milwaukee
o fi e e rl ro e l er e ll o
er l e o e oo ere e r e
St. Clare Health Center and engineers could collaborate with the design-build MEP
detailers to model the design in real time and in 3D using
r e r l De o e oo r le e
r ler e o e e l er Pro e D re or
Encircle Health Ambulatory
e fir e or e er o e o
Care Center
process. Some things went more smoothly than others. But
ll e e e ro e oo ore
Walter Cronkite School of paid back later with substantially fewer coordination errors
Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning

Transparency
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Transparency

er Pl Books were open and audited.

l e o el

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Making
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Decision
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Decision Making

er Pl eo e e o l e l o
l e o el designers and builders want owners to make decisions
and stick with them, hospital operators always want their
l o e e er l e e e re e e
re e ller most up to date thinking in hospital operations and patient
e o el care. “There’s always the desire to defer those decisions in
e e e e er o o l or I or r l e
arm in the operating room is coming down the road,”
l
said Wojtkowski.
e o l fi e
At St. Clare, the owner decided to switch from back-
to-back patient rooms to same-handed rooms even as
ree e ell structural steel was being erected. This decision came
Wyatt Federal Building from studies showing that same-handed rooms promote
o er o l e fi e re e e l el oo o e o
errors. It was decided to make the change even though
Autodesk Inc. it increased cost. Such a major change so late in the
ro e o l e ee e re el fi l or r o l
fragmented design and construction team to handle
e fi e l e e r e e ee Early Involvement)
er e l rfiel
was able to meet the owner’s wishes because of its inherent
e l fi e l
e l e e e o or
o o or e le o l er el e e
r l le o l re ability to let the owner wait until the last responsible minute
Hospital Expansion to make a decision, and sometimes even beyond that.”

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance

Culture
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Culture

er Pl “Most of our problems came from design-build

l e o el subcontractors not having the patience to deal with the
iterative nature of design. They want all the answers way
too early,” says Wojkowski. In this project the consulting
re e ller engineers were essentially in design assist mode to the
e o el subcontractors instead of the other way around. The
owner felt this was backward. In addition, according to Tim
r P P o r or r le e
l
conceptual estimating. They sometimes fell back to the old
e o l fi e
o l fi re o o le o e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data

Workplace
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Workplace

er Pl Co-located part time – BIG Room

l e o el
Each contracting party did their work in their respective
o fi e o l e ro o e er er o ll
re e ller o lo e roo or oo or oor o
e o el detailing in 3D.
The process worked like this; a local MEP consulting
e eer fir or er e re o o
l
e elo e D le l e r o
e o l fi e
sizes and locations as well as performance specs. At the
e e e elo r e r l r r l
ree e ell e er l ee o fi e e rl ro e
Wyatt Federal Building builders. Then all of this material was taken to the “Big
oo ere e r e e eer o l oll or e
with the design-build MEP detailers to model the design in
Autodesk Inc. real time and in 3D using Architectural Desktop.
e oo r le e r ler e o e
site and was augmented with a project management web
site used to share design progress with team members who
er e l rfiel
o l o ll e re e l er Pro e
e l fi e l
D re or e fir e or e er o e
of a process. Some things went more smoothly than others.
r l le o l re ll e e e ro e oo ore
Hospital Expansion than paid back later with substantially fewer coordination
error I

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Sharing
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency

Information
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Information Sharing

er Pl This project utilized BIM (3D Architectural Desktop), a web

l e o el e le ro e e e e oo ee
also Workplace and BIM.

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
BIM
Cathedral Hill
Hospital BIM

er Pl BIM was used extensively, not only to detect clashes

l e o el between systems but also to increase the proportion of
prefabricated assemblies with their greater tolerances and
lo er re re e or fiel l or
re e ller l e oo e rl ol e e o r e
e o el o r or ro e e e fi e r o e
e ro e e er ro e er
said “We could have drawn it all but we wouldn’t have known
l
if there needed to be a joint here or a piece of unistrut there.
e o l fi e
o e er e ree o er ll fi
when the actual fabricator is doing the modeling. Everything
ree e ell should be drawn and detailed by the right person at the right
Wyatt Federal Building time and then put together into the overall model.” Virtually
all systems including power, low voltage, lighting, mechanical
fire ro e o ere o ele e l
Autodesk Inc. The owner felt that it was unnecessary to model every
pipe and conduit, and that in the future, modeling should be
limited to major systems. But he did acknowledge that he
was left with “one heck of a good set of as-builts.”
er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

St. Clare Health Center Fenton, Missouri Hospital Multi-party contract SSM Healthcare r e Alberici Constructors, Inc.
Medical Center and Engineers
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
At a Glance

Survey Data

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description Project Characteristics Project Delivery Experience

er Pl P Encircle Health Ambulatory P I P I NA

Care Center
l e o el
I Appleton, Wisconsin P I P I

re e ller I DI P Healthcare
e o el NA
PI D P I

Encircle Health
I I
l
I
e o l fi e
Boldt

ree e ell
Wyatt Federal Building P D 2009

Autodesk Inc.

er e l rfiel
e l fi e l Building Size 157,000 sq. ft.

r l le o l re
Hospital Expansion

St. Clare Health Center

Project Cost $38,594,048

Encircle Health $$$$$$
$$$$$$
Ambulatory Care Center $$$$$$
$$$$$
$$$$$
$$$$$
$$$$$
Walter Cronkite School of
Journalism
Schedule 32 months design 13 months construction
UCSF Mission Bay
Medical Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Description
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Project

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description
P Encircle Health Ambulatory practices with ancillary diagnostic services, including
er Pl Care Center
l e o el imaging, radiology, endoscopy, pharmacy, and testing labs,
I Appleton, Wisconsin each of which own an equity stake in the building. It is not
l e l o fi e l e e e o
re e ller I DI P Healthcare o o e ere rel e r e re e le e
e o el NA e e e e r l e re e o o fi e e
circulation system provides a “front stage” and “back stage”
Encircle Health
whereby patients in gowns are not exposed to public areas.
l
I
e o l fi e
Boldt

ree e ell
Wyatt Federal Building P D 2009
I r le e l ele e r e
Autodesk Inc. o r or ol o e l
million ambulatory care center in Appleton, Wisconsin.
Encircle Health is somewhat unique in that they are an
LLC, composed primarily of ThedaCare in addition to
er e l rfiel
several independent physician groups. ThedaCare, the
e l fi e l largest tenant, is a regional healthcare organization with
considerable construction experience and a focus on lean
r l le o l re operations and therefore took the primary role in managing
Hospital Expansion the project. They decided before selecting the design and
construction team to follow an integrated form of agreement
e o e er e l o r o el e re
St. Clare Health Center and Boldt all had worked together previously on projects in
the Midwest, which was a major factor when selecting the
team for this new delivery method. Encircle Health did not
self-fund the project, and so additional effort was required up
Encircle Health
front to educated and persuade the bank providing lending
Ambulatory Care Center that IPD was a viable form of project delivery.
e r le e l ro e ree or
Walter Cronkite School of square foot ambulatory care center combining physician
Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Profile

Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

IPD

BIM
Cathedral Hill
Hospital IPD Profile

er Pl No information available on the LLC’s motivation to

l e o el select IPD. There was no mention of particular limitations or
challenges.

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health
Ambulatory Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection
Data

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Survey

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Survey Data

er Pl * This case was conducted by Jonathan Cohen, FAIA for the

l e o el January 2010 publication, “Integrated Project Delivery: Case
Studies.” The questionaire developed by our research team
for the 2011 Case Study report was not administred to these
re e ller teams. No survey data available.
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health
Ambulatory Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Contract
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Contract

er Pl Contract Type
l e o el o l P r ree e e o
er e l I

re e ller e r e or o ree e I e o e
e o el Sutter Health model was signed by owner, architect, and
builder. Prior to the start of schematic design, four of the
or r e e l ele r l l fire
l
protection and exterior glazing--signed joining agreements
e o l fi e
r e e fi l e e e e
The project was not self-funded by ThedaCare; a bank
ree e ell provided lending and it was necessary to persuade the
Wyatt Federal Building lender and its attorneys that IPD was a viable form of project
delivery. “It was unfamiliar territory for them,” said Albert
Park, ThedaCare’s Director of Facilities Planning, “but when
Autodesk Inc. it was explained to them they agreed it made sense.”

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health
Ambulatory Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
Goals
Case Studies

BIM
Cathedral Hill
Hospital Goals

er Pl Project goals, developed collaboratively by the core team,

l e o el included budget, schedule, and a requirement to attain LEED
Silver or higher, as mandated by ThedaCare’s system wide
sustainability initiative. At the time of this study the LEED
re e ller e l o o e o le e e e o fi e
e o el o e D ol
The overall schedule, as it was jointly prepared, did not
change during the project, although it was constantly and
l
interactively adjusted in detail during weekly meetings. The
e o l fi e
project was completed from start to move-in in 18 months,
l o o o r o D r fi e o o e
ree e ell months, the coldest winter in recent memory, compounded
Wyatt Federal Building e fi l o e o re e e le
The harsh weather affected the typical sequencing of
trades, but due to the just-in-time design process and close
Autodesk Inc. collaboration between architect and builder, the architects
o l l e or o ro e e e or o
ee e e fiel ee Decision Making). Furthermore, IPD
le er e e e rl ol e e o r e o ore e fi e l
er e l rfiel
design the building systems, almost eliminating duplication
e l fi e l
of work (see Early Involvement).

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health
Ambulatory Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Risk/Reward

Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Risk/Reward

er Pl Architect and builder worked on a time-and-materials

l e o el basis at a reduced billing rate, with a portion of anticipated
rofi l e r e e o ro e o o e e
contract provides for a performance contingency, consisting
re e ller o r rofi l l o e e or l
e o el to split funds remaining in the pot at the end of the project.
A scaling factor was used wherein the more that was saved,
the higher the percentage of compensation to the non-owner
l
participants. Additionally, there was an owner’s contingency
e o l fi e
that was not shared.
There was a general consensus that a more precise
ree e ell e o o e refi e e ro o e
Wyatt Federal Building changes from contingency items was needed. Participants
reported several instances in which there was disagreement
about which bucket should pay for a particular item. But in
Autodesk Inc. the spirit of collaboration and feeling of trust that prevailed
these were resolved with frank discussion and give-and-take.
This supports the idea that a rigorous programming phase
re re e re ell efi e e r o IPD
er e l rfiel
(see also o l and Early Involvement).
e l fi e l
e e er o o e er o el o r e ee
pooling,” in which participants’ costs are separated from their
r l le o l re e rofi Pl e rofi re l e e r ool
Hospital Expansion for those inside the IPD agreement. That way, everyone’s
l e e o e ro e e Profi
are protected even when work (done at cost) is increased
St. Clare Health Center or decreased. Therefore no one is hurt if work is shifted
ro o e r o o er or o er ll ro e e efi I
increase in framing cost allows a $2 savings in HVAC, no
Encircle Health o e lo e e e e o e ro e fir
Ambulatory Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Liability
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Liability

er Pl The contract did not contain a no-sue clause. It did

l e o el contain a limitation on total liability and consequential
damages for the architect and a mutual waiver of
consequential damages between the owner and the builder.
re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health
Ambulatory Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Insurance
e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Insurance

er Pl Each entity maintained typical insurance.

l e o el

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health
Ambulatory Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Leadership
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Leadership

er Pl Team Structure
l e o el o r o D re or ore e
Specialized Component Teams

re e ller e fir IPD ro e or e re e e

e o el o o fi e o e r e l er ol
Construction, had prior IPD experience working together
with Sutter Health in California. The three principal partners
l
had worked together previously, as did most of the major
e o l fi e
subtrades,
a factor that everyone believed contributed to the
ree e ell project’s success.
Wyatt Federal Building A Core Team met weekly to resolve routine issues.
The composition of this team varied, sometimes including
one or two of the owner/physicians, sometimes including
Autodesk Inc. administrators, but always with the owner, architect and
builder represented. Under the direction of the Core Team
were specialized component teams including building
e lo re P er or fi o D o l e e
er e l rfiel
Core Team would resolve issues that arose between the
e l fi e l
component teams on a continuing basis. Above the Core
Team was the Board of Directors of the LLC, but very few
r l le o l re issues were passed to that level. The ability to perform to
Hospital Expansion such a tight schedule required that decisions be made and
not revisited.

St. Clare Health Center

Encircle Health
Ambulatory Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals

Firm
o l
Case Studies

BIM
Cathedral Hill
Hospital Firm Selection

er Pl ThedaCare, acting as owner and program manager,

l e o el selected the core project team based on existing
rel o ol e IPD e er e e
o fir re er e l
re e ller e l ele r l l fire ro e o
e o el glazing subcontractors were selected collaboratively by
e ore e ro or l o ree e fir
in each category. Selection was based on fee proposals
l
l fi o o o e er o el ll o e fir
e o l fi e
considered had previous working experience with Boldt.
Each of the selected major subcontractors entered into a
ree e ell “lean partner” relationship with the core team through the
Wyatt Federal Building use of joining agreements, and all were in place at the
start of schematic design (see Early Involvement). Smaller
subcontracts were procured in a traditional manner with hard
Autodesk Inc. bids.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health
Ambulatory Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Team
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Team Selection

er Pl No information available regarding participant

l e o el selection characteristics.

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health
Ambulatory Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Planning
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Project
Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Planning

er Pl No information available regarding project planning or

l e o el resources consulted.

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health
Ambulatory Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Implementation

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Implementation

er Pl In this fully integrated project, the boundaries between

l e o el the phases of design sometimes became blurry. Just-in-time
design meant some aspects of the project were still in sketch
mode while others were already under construction. There
re e ller was no traditional SD-DD-CD issuance of design packages.
e o el Delivery of design documents was continuous and directed
at what the team felt most needed attention at a particular
moment in the process. In addition, the severe weather
l
during much of construction meant that the usual sequence
e o l fi e
of sub trades couldn’t be followed and the designers were
able to adjust.
ree e ell ere l le re re ere e o e fi le ro e
Wyatt Federal Building tools that were implemented on this project. The just-in-time
strategy is a lean tool, and there is reference to scheduling
similar to the Last Planner System, which records and track
Autodesk Inc. reliability of promises to complete work by a given date
(see Culture)

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health
Ambulatory Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Involvement
Definition of Terms

Information Sharing
Project Description

Early Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Early
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Early Involvement

er Pl Prior to the start of schematic design, four of the major

l e o el r e e l ele r l l fire ro e o
and exterior glazing--signed joining agreements and
r e e fi l e e e e e e
re e ller subcontractors all provided design services and their
e o el engineers acted as the engineers-of-record for their
re e e l e ro e ll er e r e r l
and structural design. These at-risk parties accounted for
l ore o
e o l fi e the work.
A thorough programming process was conducted by
ree e ell o l e o e e o er o e
Wyatt Federal Building equipment requirements. Boldt and the subcontractors were
in attendance at many of these meetings.
The design process was highly collaborative between
Autodesk Inc. designers and builders. The design-build specialty
subcontractors provided design services and acted as the
e eer o re or or e r re e e l e
its consultants designed systems as single line diagrams
er e l rfiel
plus performance criteria, which the subcontractors used as
e l fi e l
a basis for their designs. All systems were modeled in 3D
(see BIM).
r l le o l re The shop drawing process became concurrent with
Hospital Expansion design, saving time and duplication of effort. Kevin
er ro e er e re
fewer window details, for example, because the curtain wall
St. Clare Health Center subcontractor was involved from the get-go and their input
was incorporated in the design drawings.” Shop drawings
were used for installation purposes only. A similar situation
occurred with millwork. The architect, with the fabricator
Encircle Health
by his side, drew what was needed without having to
Ambulatory Care Center
extensively detail. In that sense, the architect could focus
purely on design while allowing the fabricators to detail
Walter Cronkite School of exactly what they were going to build.
Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning

Transparency
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Transparency

er Pl The project team operated in a very transparent manner

l e o el with cost information available for designers to make better
design decisions early on, (see also Early Involvement and
Decision Making).
re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health
Ambulatory Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Making
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Decision
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Decision Making

er Pl l o e o er ll e fi e e e le ro e architect to be more hands-on during construction because

l e o el allowed money to be moved between line items, so that each much of the tedious paperwork and tracking was eliminated.
o e or o r or e o e re e e e fiel ere e o ere o e
and decisions could be made based on what was best for decisions quickly.
re e ller the project.
e o el During design the architects were given a detailed
spreadsheet of unit costs. They had the freedom to design
knowing the real cost of tradeoffs between, for example,
l
using one material over another in a particular space.
e o l fi e
Because cost information was provided early, architects
could make design decisions based on reliable information
ree e ell and did not have to redesign later for value engineering.
Wyatt Federal Building efi e o e ro e ree e
fi e ll r e ll e ol er ee
o le e o er o fi
Autodesk Inc. design adjustment was considered a scope change with an
impact on the target cost. Most costs were well predicted
during design, but when the inevitable small surprises
happened, as materials and smaller trades were bid, the
er e l rfiel
team could easily adjust without adding to the overall cost.
e l fi e l
l e r re e e e o e r e ro
the performance contingency did it require a decision from
r l le o l re e ore e e e o r or ere o fi e
Hospital Expansion ee e le l or o r er l o ere
was no concern if hours had to be taken from one trade
and assigned to another. That inspired some out-of the-box
St. Clare Health Center or e e efi o e o er ll ro e o
material lifts and clean-up could be shared and those items
could be taken out of individual budgets and the savings
Encircle Health o e e e ool e o l e efi o
minimizing jobsite clutter because redundant equipment
Ambulatory Care Center
was reduced.
I ere e e ll l e o o e o o
Walter Cronkite School of e o lre re e e fiel ree e
Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance

Culture
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Culture

er Pl Participants at all levels tended to ask questions with a

l e o el range of possible solutions in mind. It wasn’t “your design
oe or fi e ro e e e o e e
hierarchy and put everyone on an equal footing, which was
re e ller empowering for all and a good stimulus toward creative
e o el problem-solving.
“With a traditional agreement the attitude is: if there is
a mismatch or a problem, I’m not going to come back and
l
change it – I’m done,“ said Boldt’s Trent Jezwinski. “Instead
e o l fi e
of just looking out for your narrow business interest, people
really act for the good of the project.”
ree e ell Several of the participants did comment that they wished
Wyatt Federal Building e or fiel ore e ee ore o le el e r e
o e ro e r le e e fiel or er ere e o
skeptical of the new process. But according to Jezwinski,
Autodesk Inc. ro e r fi l ere e er e e
thanks to the implementation of IPD culture and the Last
Pl er Pro e e fiel
er e l rfiel
“I’ve never had a job run this smooth in 23 years. There
e l fi e l
wasn’t any of that silo mentality – and to be able to
move that feeling into the construction site is huge. I’ve
r l le o l re never seen a project work as a team like this one did,
Hospital Expansion from the top down and including the installers and guys
e fiel e o e e l e
e le ee o o r r e fi o e ole
St. Clare Health Center process, you tend to believe in it and act accordingly.
Slack is greatly reduced. The interactive scheduling
process showed you the logic of where everything had
Encircle Health to go – you trusted it and had ownership over it, and if
o lfill o r ro e o el o le o
Ambulatory Care Center
the team. If you have partners who are willing to change
culturally then this process could work anywhere.”
Walter Cronkite School of
Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data

Workplace
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Workplace

er Pl No information available.
l e o el

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health
Ambulatory Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Sharing
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency

Information
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Information Sharing

er Pl In addition to BIM, Boldt maintained a project web site for

l e o el information exchange open to all participants.

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health
Ambulatory Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
BIM
Cathedral Hill
Hospital BIM

er Pl The primary computer model was held by Boldt. Each

l e o el systems subcontractor used its own preferred software
platform, which in the case of the sheet metal subcontractor,
was used to directly drive CNC fabrication equipment.
re e ller Navisworks was used extensively and interactively to detect
e o el clashes between systems. By modeling everything, there
er r e o l fi
therefore tighter tolerances were possible. Instead of a
l
laborious shop drawing review process, the subcontractors
e o l fi e
were able to model their own work and build it. Trent
Jezwinski , Boldt’s project manager said “The money spent
ree e ell on building and maintaining the BIM was more than offset by
Wyatt Federal Building less rework caused by coordination errors.“
In some cases, the scheduling of trades such as
fire ro e o o e e e e ere
Autodesk Inc. happening so much faster than usual. Boldt has indicated
that it will adjust its scheduling practices to suit this
new process.
er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health
Ambulatory Care Center

Walter Cronkite School of

Journalism

UCSF Mission Bay P I I DI P I

Encircle Health Appleton, Wisconsin Hospital Multi-party contract Encircle Health r e Boldt
Medical Center Ambulatory Care and Engineers
Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
At a Glance

Survey Data

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description Project Characteristics Project Delivery Experience

er Pl P Walter Cronkite School of P I P I NA

Journalism
l e o el
I Phoenix, Arizona P I P I

re e ller I DI P Higher Education

e o el NA PI D P I

City of Phoenix
I I
l I Ehrich Architectcs,
e o l fi e D r e re
Sundt Construction
ree e ell
Wyatt Federal Building
P D 2008

Autodesk Inc.

er e l rfiel
e l fi e l Building Size 230,000 sq. ft.

r l le o l re
Hospital Expansion

St. Clare Health Center

Project Cost $72,099,244

Encircle Health Ambulatory $$$$$$$$
$$$$$$$$
Care Center $$$$$$$
$$$$$$$
$$$$$$$
$$$$$$$
$$$$$$$
Walter Cronkite School
of Journalism
Schedule 9 months design 15 months construction
UCSF Mission Bay
Medical Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Description
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Project

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description
P Walter Cronkite School of time for a design-bid-build scenario.
er Pl Journalism
l e o el e e l o ele r e
I Phoenix, Arizona l er o e er rel o e o l fi o o
price attached. ASU in its own capital programs had been
re e ller I DI P Higher Education
e l el or e re o fi e e r
e o el NA delivery method more closely aligned with IPD, however
the city procurement regulations dictated a two way owner/
City of Phoenix
design-builder contract structure. The selected team was a
l I Ehrich Architectcs, r er e ee D rl r e
e o l fi e D r e re r er D e e r e
Sundt Construction o D re e r ere P oe
ree e ell the opportunity to work for both the City and ASU was very
Wyatt Federal Building r e oe o e r fir e o fir re o l
P D 2008 I r o e er r er pursued work together but never landed a job, although key
with the City of Phoenix had 24 months to complete the l D r or
Autodesk Inc. Walter Cronkite School of Journalism on a downtown site in working relationships.
Phoenix, Arizona. ASU had a long-term master lease for the D ro e l ele r l l
site, however the City owned the downtown campus. The engineering in house and Sundt’s preferred mechanical,
downtown site, part of a new ASU campus that will ultimately electrical, and glazing subcontractors were introduced to the
er e l rfiel
fill e lo re or o o e o e selection committee and began work simultaneously with
e l fi e l
Phoenix redevelopment vision. rl D ll o e l e ee e or
Plans based on another downtown site had fallen through, complete design were on board when the design
r l le o l re leaving ASU and the City with only 24 months to complete process began.
Hospital Expansion the project on a new site. The primary issue forcing an Although the team could not enter into a pure tri-party IPD
extremely tight schedule was the “drop-dead” date for contract and were not able to make changes to the City’s
o e re r e e o e re fi e standard contract, the team agreed to follow IPD principles
St. Clare Health Center project, which also limited the budget. The Cronkite School for managing the project delivery, including strategies such
was expected to set a high standard of design quality given as early involvement of key participants, open books, and
fi e o e elo o o partial co-location.
Encircle Health Ambulatory prominence within the city. Finding an alternative project
Care Center delivery method was essential to achieve the design goals
within the schedule and budget constraints; there was no

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Profile

Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

IPD

BIM
Cathedral Hill
Hospital IPD Profile

er Pl
Market Position Market Position Technical Complexity
l e o el This was not a primary motivation for ASU and the City. This project was critical component of ASU’s new downtown
Modifying their standard delivery methods was the result of campus. As a signature project, there were high expectations
ro e e fi o r o fi ell r o l for design and program for the building, adding another
re e ller delivery methods, see Cost and Schedule Predictability challenge to the tight budget and schedule requirements.
Technical Cost
e o el Complexity Predictability elo D l o ere r rl o e e e o le e e el IPD eo l o
opportunity to gain work experience in general with the two get the right people in the rooms when decisions needed to
l r ee e or e o l o re or o e fi ll be made to achieve the design and program goals.
l
for IPD experience.
e o l fi e
Cost Predictability
ree e ell e ro e o ere l fi e e o e o
Wyatt Federal Building e e ro eo e l o ere IPD
Schedule
Management Predictability major factor in choosing this delivery method to achieve the
desired project within the budget constraint.
Autodesk Inc.
* This motivation profile was created by our research team Schedule Predictability
with input from Jonathan Cohen, based on the January 2010 The bond funding mechanism prescribed the project
publication, “Integrated Project Delivery: Case Studies,” written by ro e e or o e re e e le
er e l rfiel
Jonathan Cohen, FAIA. Project teams did not have direct input to challenging project schedule for the level of design quality
e l fi e l
the profile scoring. required. Schedule predictability was therefore a primary
motivation for the team to follow IPD principles, as early
r l le o l re involvement of key trades was one of the only ways to
Hospital Expansion achieve the schedule.

Risk Management
St. Clare Health Center With the schedule and budget constraints as well as the
expectations for high quality design, the team had an
uphill battle with many potential risks. IPD was seen as an
opportunity to reduce these risks due to the collaborative
Encircle Health Ambulatory
nature and transparency of the IPD philosophy.
Care Center

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection
Data

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Survey

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Survey Data

er Pl * This case was conducted by Jonathan Cohen, FAIA for the

l e o el January 2010 publication, “Integrated Project Delivery: Case
Studies.” The questionaire developed by our research team
for the 2011 Case Study report was not administred to these
re e ller teams. No survey data available.
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Contract
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Contract

er Pl Contract Type
l e o el De l

The contract was a two-way owner/designer-builder

re e ller contract as prescribed by City procurement regulations; the
e o el o r o e le e e ell o l o e
corrected without action by the city council.

l
Commercial Terms
e o l fi e
As a public project, the team was not able to make
changes to the contract and so the contract did not include
ree e ell IPD e fi l e e er ele IPD e re
Wyatt Federal Building were implemented on a non-contractual basis.

Relational Expectations
Autodesk Inc. The participants decided collectively that the only way to
insure that the owner’s budget, schedule and programmatic
requirements could be met was to follow IPD principles in
managing project delivery. The team made a conscious
er e l rfiel
decision to sign the City’s design-build contract but not to let
e l fi e l
it dictate behavior. Sundt’s project manager Terry Abair said:
“The stuff that’s written into the contract, such as submittal
r l le o l re review times, and so on, had we followed that we would
Hospital Expansion never have been successful.”

Implementation Tools
St. Clare Health Center No information available.

Encircle Health Ambulatory

Care Center

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
Goals
Case Studies

BIM
Cathedral Hill
Hospital Goals

er Pl l o e e fi e e ro r e le
l e o el However, early on in design it seemed clear that the budget
would not buy the entire program the University desired.
Additionally, both the City and University had sustainability
re e ller o l e e e ro e D er fie
e o el wanted it to be LEED Silver or higher.
le o fi o l ll o ro o er
e o r ll fill e e e e e e
l
er o o e o l e le fi e
e o l fi e
shell. The City and ASU challenged the team to give them
the most they could get for the money. A prioritized list of
ree e ell o ree o er r e l er ere
Wyatt Federal Building able to collaboratively decide how to spend the funds for
maximum gain.
I ee e fi e e e e r o r o
Autodesk Inc. buyout, allowed the entire program to be achieved and all
e e o e fi e o o ee r ll o

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Risk/Reward

Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Risk/Reward

er Pl The project was obliged to follow the standard City of

l e o el Phoenix design-build contract, which did not allow for a
shared “pain and gain” mechanism. Money saved through
e fi e e o e ro e or l e e
re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Liability
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Liability

er Pl The standard City of Phoenix contract contained a

l e o el limitation of consequential damages provision but there was
not a “no-sue” clause.

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Insurance
e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Insurance

er Pl No information available.
l e o el

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Leadership
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Leadership

er Pl Champion
l e o el ll r r ro e r

Team Structure
re e ller e e o ee re o
e o el
An Executive Committee that consisted of high-level
representation of all participants and stakeholders managed
l
project oversight. This executive team met every other week
e o l fi e
through the life of the project, even frquently including the
Dean of Journalism.
ree e ell No other information regarding the project level
Wyatt Federal Building organization is available.
e or e o e le er r re o
an IPD project that teams need to be aware of is the
Autodesk Inc. participation required by owners. According to Michael
o o D o er re o e o e le el o
commitment of taking responsibility equally with architects
and builders and accepting some risk themselves. The
er e l rfiel
owner has to be at the table.”
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals

Firm
o l
Case Studies

BIM
Cathedral Hill
Hospital Firm Selection

er Pl e e l o ele r e
l e o el l er o e er rel o e o l fi o o
price attached. There were 13-15 responses received out
of which a short list of three teams was chosen. State law
re e ller required that an architect and builder be on the selection
e o el committee along with representatives of the City of Phoenix
and ASU. Teams were selected on the basis of familiarity
with the project type, experience working with public
l
agencies, and the prospect of working well together.
e o l fi e
D rl l e o e er e e e
felt that their combined talents and experience would be a
ree e ell oo fi or e ro e e e e e r ere
Wyatt Federal Building re o e o e e o fir re o l
pursued work together but never received a contract,
l o e l D r or
Autodesk Inc. working relationships.
The designers and builders were selected as one
e D ro e l ele r l l
engineering in house. The builder’s preferred mechanical,
er e l rfiel
electrical, and glazing subcontractors were introduced to the
e l fi e l
selection committee and began work simultaneously with
rl D
r l le o l re o e o r or l fi o
Hospital Expansion e ro e ree o fi e ee o e oo
accounting of costs. Subcontractors were required to
use BIM and were selected in part on a judgment of their
St. Clare Health Center preconstruction capabilities. All of the disciplines needed for
a complete design were on board as the design
process began.
Encircle Health Ambulatory
Care Center

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Team
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Team Selection

er Pl No information available regarding participant

l e o el selection characteristics.

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Planning
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Project
Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Planning

er Pl No information available regarding project planning or

l e o el resources consulted. While ASU was familiar with CM-at-
risk, it is unclear if any of the entities involved had previous
IPD experience.
re e ller
e o el Lessons Learned
The team felt that although a hurry-up schedule can often
be a productivity advantage, in this case another month
l would have been very useful. There was not enough time up
e o l fi e front to engage in the kind of team-building that is needed in
such an intense collaboration.
ree e ell Participants felt that design-build subcontractors are
Wyatt Federal Building typically uncomfortable with the uncertainty and sometimes
chaotic nature of early design and the iterative process that
designers must follow to arrive at an appropriate solution. All
Autodesk Inc. felt this could be overcome with additional training
and experience.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Implementation

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Implementation

er Pl Most participants felt that some of the lean construction

l e o el o r re e le le e
le ro e e ere e ere o e fi or o
as to exactly what or how this was implemented.
re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Involvement
Definition of Terms

Information Sharing
Project Description

Early Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Early
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Early Involvement

er Pl All of the disciplines needed for a complete design were

l e o el on board as the design process began. The architect and
contractor were selected as one team. Engineers and
critical trades were also brought on board immediately and
re e ller participated in the design process, (see Firm Selection).
e o el Another strategy employed by the City to get the right
people involved to achieve the tight schedule was the
creation of a dedicated team of building inspectors for the
l downtown ASU campus. The project still had to go through
e o l fi e the City’s full design review process and did not cut short
review time, but the City worked closely with the project team
ree e ell and committed to reasonable turnaround times. A number of
Wyatt Federal Building variances were required, which extended the schedule with
public review and comment periods.

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning

Transparency
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Transparency

er Pl The project operated very transparently with open books.

l e o el Even subcontractors were required to keep open book
accounting of costs. The project participants believed that
their risk was reduced due to the completely transparent way
re e ller in which the project was managed.
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Making
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Decision
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Decision Making

er Pl The tight schedule coupled with a lengthy review process

l e o el meant that aspects of the design had to be fast tracked
and accomplished out of normal sequence. Decisions were
arrived by consensus and very rarely did issues have to go
re e ller to a higher authority for resolution. This kind of collaborative,
e o el fi l e o ro e e o
achieving such an aggressive schedule.
e o e e e o le o r o o e e
l
ro e o e e e o e e l ro e
e o l fi e
early involvement, transparency and collaborative decision-
making, several design decisions were made to optimize
ree e ell the project within the schedule and budget constraints. For
Wyatt Federal Building example, a structural and foundation system was designed
o l e l o o eo o e refi e e
The foundation may have been a bit overdesigned, but early
Autodesk Inc. design enabled optimization of larger project goals. Flat,
o e o e l ere e o e e l e
detailed design proceeded.
er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance

Culture
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Culture

er Pl “In order to be successful we had to change the behaviors

l e o el we were used to,” said Sundt’s Terry Abair. “If everyone
had fallen back on their normal behavior we never would
have gotten there.” Compromises had to be made to
re e ller accommodate the aggressive schedule.
e o el or o el o o D e ol
fashioned relationships we’re always thinking ‘How can I
shift that risk to the other two parties’ but it’s just pushing the
l
shells around.” Mathew Chaney of Ehrlich Architects pointed
e o l fi e
out they do not provide quantity take-offs on design-bid-
build projects, “but in this project it was a daily occurrence.
ree e ell Because of the trust established we weren’t afraid to get
Wyatt Federal Building involved. We were constantly using the BIM model to test
the cost of different design ideas.” Jackson concluded,
“The reality is when you’re willing to take responsibility and
Autodesk Inc. provide the builder with those materials quantities the end
result is the risk goes down for everybody.”

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data

Workplace
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Workplace

er Pl oo e D o fi e o r r
l e o el D ro e er I o e er
people in the room you couldn’t make the decisions when
they needed to be made.” The co-location of team members
re e ller el e le er e e e efi o I ee BIM)
e o el el o D r l r e o
location works because when you work that closely together
you naturally develop a relationship of trust. When everyone
l
ero o fi e e l r
e o l fi e
length it doesn’t allow that to happen.” Howard Shugar said,
“we were really learning. As architects we never sat in a
ree e ell e er l o r or o fi e er oo e o
Wyatt Federal Building re l o e e o ro e D l o
e e o fi e e fi ll or o lo o

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Sharing
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency

Information
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Information Sharing

er Pl Every Monday the latest design ideas were published as a

l e o el set of 20 or more 11”x17” sheets.

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School

of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix Ehrlich (design architect) Sundt Construction
Medical Center School of Journalism D r e o re or
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
BIM
Cathedral Hill
Hospital BIM

er Pl BIM was used extensively through programming, design Building erection had to begin before all systems were
l e o el and construction, but there was no standardization of fully designed. Full BIM coordination was not possible
software platforms. Ehrlich had extensive experience with l e r oor l e e e ol o e
e o ere e ro e o ro r l o paper-based coordination had to be used some rework on
re e ller that it was also useful as an interactive 3D programming tool lo er oor e e r o re re or
e o el in live user group meetings. subcontractors to model their systems in 3D as a condition
Ehrlich Architects began rapidly testing alternative of working together.
schemes, always working in 3D, and always with the full
l
participation of the builders. There were many constraints.
e o l fi e
For budget reasons it was necessary to stay under a height
of 75’, above which expensive life safety requirements would
ree e ell be triggered. ASU wanted about half the site to remain for
Wyatt Federal Building a subsequent project. And schedule constraints meant
it was not possible to consider major excavation even
though elements of the program could have worked well
Autodesk Inc. underground.
D e eer e elo e le l e r o
systems, which were turned over to subcontractors for
detailed modeling. The transition from consulting engineers
er e l rfiel
to design-build subcontractors was almost completely
e l fi e l
seamless. The two sets of engineers sat across from each
o er e oo e e oll or el ee
r l le o l re Workplace). Navisworks was used to stitch together models
Hospital Expansion created in various software packages. The mechanical
engineer led the clash-detection process.

St. Clare Health Center Lessons Learned

e e e rl or e D
which at the time was still using Architectural Desktop,
Encircle Health Ambulatory e er e ere fi e e o r er
Care Center personnel on new software. Translating the models back
and forth turned out to be a cumbersome and problematic
ro e or e fi e D e r o e
Walter Cronkite School o le el o e
of Journalism

UCSF Mission Bay P I I DI P I

Walter Cronkite Phoenix Arizona Education Design-build City of Phoenix D r e re Sundt Construction
Medical Center School of Journalism
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
At a Glance

Survey Data

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description Project Characteristics Project Delivery Experience

er Pl P USCF Missione Bay Medical P I P I NA

Center
l e o el
I San Francisco, CA P I P I

re e ller I DI P Hospital
e o el Multiple Independent Contracts PI D P I

USCF
I I
l
D I Cambridge CM, Inc.
e o l fi e
I Stantec
(Anshen + Allen at project start)
ree e ell
Wyatt Federal Building DP

P January 2007
Autodesk Inc.
P I August 2014

er e l rfiel
e l fi e l Building Size 878,000 sq. ft.

r l le o l re
Hospital Expansion

St. Clare Health Center

Project Cost $1,500,000,000

Encircle Health Ambulatory $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
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Care Center $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
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Walter Cronkite School of $$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$
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Journalism
Schedule 47 months design 45 months construction
UCSF Mission Bay
Medical Center
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Description
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Project

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Description
P USCF Missione Bay Medical Several subs, including MEP, drywall and concrete
er Pl Center
l e o el contractors, provided design assist services during the
I San Francisco, CA construction document phase. The team co-located on
site and collaboratively developed and coordinated the
re e ller I DI P Hospital construction documents. As the team expanded, it remained
e o el Multiple Independent Contracts co-located onsite for the duration of construction.

USCF
l
e o l fi e D I Cambridge CM, Inc.
P I 2015
I Stantec
ree e ell (Anshen + Allen at project start)
Wyatt Federal Building DP I l e ll o e er e r or
architect. Stantec (at that time known as Anshen + Allen)
P January 2007
Autodesk Inc. was contracted in early 2007 to design the large hospital
P I August 2014 complex. At $1.5 billion there are three buildings: the main
hospital, an outpatient building, and an energy center.
The new medical center will provide 289 patient beds and
er e l rfiel specialize in children, women, and cancer patients.
e l fi e l The project began by following a traditional design
process, even as concurrently the UCSF Director of Design
and Construction was working to pursue an integrated
r l le o l re
and collaborative delivery model. UC was able to adopt
Hospital Expansion
a collaborative delivery process however contracts and
o r l rel o re e rl r o l DP
St. Clare Health Center selected as Contractor and brought onto the team in August
er P o r ollo DP
selection, major trade subcontractors were added to the
team to assist in completing the design.
Encircle Health Ambulatory Shortly after joining the project, the Contractor provided
Care Center an estimate that highlighted the overages to the established
budget and the focus for the pending target value design.
Walter Cronkite School of
Journalism

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Profile

Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

IPD

BIM
Cathedral Hill
Hospital IPD Profile
“If people thought of their project as a series of dials, in terms of price, schedule, quality, operating
Market Position
er Pl costs…then what IPD can do is optimize those dials better than any other type of delivery. You have
l e o el
the people who are building it designing it, they are the best equipped to find alternative ways to get the
same result.” er
re e ller
Technical Cost
e o el Complexity Predictability
Cost Predictability
o l r e ro e e fi or The project was very large and complex with high risks.
l and was a major driver for UCSF to select an IPD delivery The project director felt the project would have been at far
e o l fi e model. The Director of Design and Construction, who had greater risk if it had been a hard bid job. Perceived Benefit:
helped build the alliance building program while at Kaiser, e e el ere ere fi l lo er r e o e
felt cost was most predictable under the integrated model. transparency and high functioning team provided by the
ree e ell e o r or o fi e o l ro e ore o rol integrated delivery. The contractor in particular noted, “you
Wyatt Federal Building Schedule as it had on past project experience that also used a Target can only do so much as one company, having an entire team
Management Predictability
Value Design process. Perceived Benefits: IPD and or oll or el e o r e fi r
Target Value Design provide much more control over cost. reduction.”
Autodesk Inc.
Initial Motivations The team was able to price before the design was drawn,
Per e e o e
allowing the team to optimize the design to what the client Design Complexity
could afford. IPD was almost a necessity in order to build the team
er e l rfiel Market Position capable of successfully completing a project of this size
e l fi e l This was a primary driver for UCSF to opt for an IPD model. Schedule Predictability and complexity. Many healthcare facilities provide primary
At the time UCSF was initiating the project, there was Schedule predictability was a driver because UCSF was to care, while this hospital will be at the tertiary care level.
tremendous competition with several other large hospital complete this project to satisfy the requirements of Senate Furthermore, this project is generating new care protocols
r l le o l re that outpace typical healthcare evolution, which is typically
ro e er e re o I fi l or Bill 1953. Perceived Benefit: The team believes there
Hospital Expansion o r e r e fie e o er le
public organization that typically does hard bid projects, to re o e e le re l e efi o e er e
r fir e l o o o o e o r or r e e efi r rl o e Pl er were unwilling to participate in a hard bid procurement
St. Clare Health Center complexity. In the end, UCSF was successful in creating e e ro e ool er ll o re o process. The owner believed successful completion
a project team interested in creating a project with IPD projections the project duration was extended by two required the people who were going to build it to design
characteristics. Perceived Benefit: The owner was able months, however most of the schedule changes occurred e r e o e e efi ro o r or r e
to contract a tier 1 team, they have performed as expected during the design phase where additional effort reduced the input. Perceived Benefit: The architect felt the integration
Encircle Health Ambulatory construction duration by 2 months. The owner noted this gave them the ability to react to the technical complexities,
and the owner feels they are getting good value from
Care Center the IPD process. Although the contract structure was not equaled substantial savings. providing more certainty and control to the owner. The project
integrated, the collaborative experience proved very valuable team felt the project required IPD and co-location in order to
to the contractor and architect and they are marketing their Reduced Risk ee e PD l e o e e e
Walter Cronkite School of
experience to win additional work. e e or r er o ele IPD o l o o l e ee ee e
Journalism

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection
Data

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract
Survey

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Survey Data

er Pl * The survey questionnaire was not given to the UCSF project.

l e o el

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Contract
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Contract

er Pl Contract Type: Relational Expectations

l e o el Multiple independent contracts oll or o re re o r e e fi
organizational structure to support it required development
Contract Issued: once the majority of the team was in place. The team
re e ller Architect: invested in organizational and team building activities with
e o el Standard Architectural contract, issued January 2007 outside organizations and facilitators (see Project Planning),
Prime: however the decision to engage these methods was made
PP e Pre o r o er e o r collaboratively.
l
issued August 2008
e o l fi e Implementation Tools
PP e r e l e
Design Assist Subs: BIM modeling, clash detection, continuous cost
ree e ell DA services, issued March 2009 under the CM modeling and collaborative project management software
Wyatt Federal Building were all explicit requirements of the contract. The owner
The UC system has not adopted multi-party o e e fi o re e or le e l
agreements and so this project uses a traditional contract until the major team members were on board to develop
Autodesk Inc. structure. The architects were contracted with UCSF using e e fi o o e ro e o re r ee
their standard contract providing design services. Implementation).
e o r or er P o r e
owner. This contract referenced collaborative behavior, but
er e l rfiel
o e e el efi e o e e e o o r e
e l fi e l
under the Contractor were several major subs including
MEP, concrete, and drywall. They were brought on shortly
r l le o l re after the Contractor was contracted to provide design
Hospital Expansion assist (DA) services. The DA contracts included detailed
descriptions of collaborative working expectations. None of
the DA contracts were directly tied to UCSF, however the
St. Clare Health Center owner reviewed them.
UCSF also had separate contracts with equipment
planners and third party reviewers.
Encircle Health Ambulatory
Care Center Commercial Terms
No IPD commercial terms were included.

Walter Cronkite School of

Journalism

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
Goals
Case Studies

BIM
Cathedral Hill
Hospital Goals

er Pl The owner created an incentive program, whereby the Another approach taken by the project team, was to in Culture under Market Impact). A questionnaire was sent
l e o el team is rewarded for schedule performance, collaborative clearly articulate goals, collaborative expectations, and to the entire team, it asked individuals how they perceived
behavior, safety performance, change order mitigation, incentives within the design assist (DA) contracts. Using the each organization, owner, architect, contractor, in terms
quality control, workforce collaboration and overall budget contract ensured subs understood expectations for meeting of good and bad behaviors or actions. Project leadership
re e ller performance. The majority of these incentives are awarded incentive requirements from the beginning. Additionally, learned a great deal of information by reviewing the results.
e o el based on performance to an established metric. The overall the Contractor found that meeting with the superintendent An all hands meeting was held where each organization
budget performance is a shared savings incentive in which and PM’s participating in upcoming milestones was very committed to actions that would address the concerns raised,
e o r or e P P o r effective at maintaining alignment and proactively ensuring e o r e r ll e o e or e le DP
l participate in a portion of the savings acquired through each participant had a clear understanding of the relational adapted their communication style so that factors other than
e o l fi e successful execution of the work under the budgeted cost. behaviors needed to achieve that goal. These meetings cost (such as quality or sustainability) could be acknowledged
The Contractor believes these incentive arrangements served as a reminder of shared milestone goals. more readily. Another follow-up exercise enabled team
ree e ell l e fi role e o e er ro o The shared savings program is another alignment tool. members to identify principles of trust that all individuals
Wyatt Federal Building open dialogue, and supporting the desired collaborative Subcontractors, who were tied to the shared savings plan, should abide by. Those principles were recorded in a visual
behavior. The MEP trades recognized that if they help their meet monthly with the Contractor’s executives to discuss format and displayed throughout the shared workspace as
r er e ore e fi e o fi o er items and issues affecting the entire project. The shared daily reminders.
Autodesk Inc. o o e o or ere l e efi o er el savings program is an effective cultural tool that maintains The time spent communicating team performance
a situation caused a partner to lose money, it cost everyone give and take between subs; after each executive meeting, expectations and maintaining the desired behavioral
money. individual participants spread the message about the characteristics sometime competed with demands of
importance of interaction, noticeably reinvigorating the larger ro e e fi or e le er re ll o ere
er e l rfiel
Communication and Alignment e o or o e or o e o e ro e I the frequency of all hands alignment meetings; continual
e l fi e l
Several approaches were used to align the team coordinators commented, “Sometimes I feel like there’s a lot adjustments were made to balance time spent team building
and communicate performance goals and behavioral o lo e roo eo le ll I ll o e I e e o e o ro e e fi or
r l le o l re e e o e fir o l o fi 2 years I’ve been doing coordination [for this project], there
Hospital Expansion strategy, was to contract the Center for Integrated Facility are maybe 5 instances where people said, ‘No, I cannot
Engineering (CIFE) and an independent team facilitator move.’”
to work with, educate, and build the team (see Project Informal events, intended to maintain relationships,
St. Clare Health Center Planning). To reinforce and share those lessons, project collaboration, and alignment, are another strategy. Each
leadership continue to hold alignment meetings to discuss quarter, lunch is held for all the management on the project,
how the team should work together to deliver the best close to 200 people. As an unstructured event, it gave
project possible. These meetings range in size from very everyone a chance to slow down and check in with each
Encircle Health Ambulatory
ro o re re e e ro e fir o ee other in a relaxed, social environment to help maintain
Care Center
including several hundred people including the building positive relationships.
trades. A strategy implemented by the team to build and maintain
Walter Cronkite School of trust was a questionnaire and trust discussion (see more
Journalism

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Risk/Reward

Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Risk/Reward

er Pl There was no shared risk/reward pool on this project; no

l e o el fees were put at risk. Separate from the contract, there was
an incentive program tied to project milestones and team
performance metrics as well as a shared savings incentive
re e ller for MEP subs, see details under o l
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Liability
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Liability

er Pl No limits on liability were included in the contract.

l e o el
Dispute Resolution
The dispute resolution process follows an “Alternative
re e ller D e e ol o o el I e o e re ol e
e o el within the project leadership levels, it is elevated to the
executives of each company. If the executives cannot reach
a resolution, the issue goes through mediation or arbitration,
l
and if those outlets have failed, litigation.
e o l fi e
The team has found non-contractual processes are most
critical to preventing escalation of an issue, time spent
ree e ell or o e I l ro e e el e o o
Wyatt Federal Building major issues.

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

Insurance
e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Insurance

er Pl Typical professional insurance was used, no project

l e o el e fi r e ro

re e ller
e o el

l
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Leadership
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Leadership

er Pl Champion hired an equipment and logistics-planning consultant to ro or e le e o ro e fie e ro e

l e o el er r e o r or handle the equipment coordination and procurement. savings when changes allowed one group to save $3 million
even though those changes cost another group $1 million.
Team Structure Integrated Team Structure They also evaluated decisions that would save cost, but
re e ller Executive group The team structure consists- of three primary levels of negatively affect schedule and sustainability.
e o el Pro e ol o ro leadership groups: senior leadership or the executive level, All groups, at both the production and cluster level,
Cluster groups project leadership, and a third design and construction level e fie le l re o le o oor e
Building production groups that included cluster groups and production groups. The o er ro erl ro l e ee ro
l e e e e o e fi l e ee e e le e l o rol o o e le l
e o l fi e and construction. The project level leaders called Captains Anticipating the shift from design to construction, a small
UCSF’s Director of Design and Construction had previous
experience with collaborative delivery models similar to IPD during design, were later reorganized into members of the representative group was charged with redesigning the
ree e ell and championed the process through the UC system. The Pro e ol o ro P r o r o e organizational strategy to meet changing needs. Without
Wyatt Federal Building architect, Contractor and sub contractors fully supported design and construction level groups shifted as the team size outside facilitators, the group built on the CIFE strategies
the collaborative goals of the owner. There were individuals grew and detailing focuses evolved. and their experiences during the design process, (see also
ro e e fir o re o e er e e IPD or At the beginning of CDs, DA subs became involved, Project Planning). They took into consideration the schedule,
Autodesk Inc. similarly collaborative models. Each party demonstrated and representatives from each organization participated DP r e or l e or l le er o el
this commitment by equally sharing the costs of outside in an event led by the Center for Integrated Facility resources. The work of the group was transparent, cycles of
consultants and facilitators that focused on integrated team Engineering (CIFE) to plan production team organization review and feedback improved the new strategy and created
building. and group overlap strategy, (also see Project Planning). buy in from the team.
er e l rfiel
The team felt a major advantage of IPD over design build As a result, team structure became layered, with multiple As the construction phase began, the design and
e l fi e l
is owner involvement. In this case, the owner dedicated teams interfacing horizontally and vertically to ensure cross construction production group was re-organized by building:
fi re o r e o e ro e o e o e collaboration and coordination between groups. the main hospital, the outpatient building, and energy
r l le o l re onsite for the duration of the project. The team was relatively Hierarchically above the building groups were the cluster center. Above the cluster groups, at the project leadership
Hospital Expansion small during design, but during construction, the owner’s groups, with representatives from each primary organization le el e Pro e ol o ro e ere r e
team consists of a total of 19 people. Eleven members of l o er r e P DP D with resolving construction issues as quickly as possible
the owner’s team are with Cambridge, the consulting PM/ The cluster groups were broken up by system, such as and to mediate between the production and cluster groups
St. Clare Health Center fir ro e or o r o r o mechanical, electrical, plumbing, exterior skin, etc. to solve as needed. Their primary objective is to eliminate barriers
administration, estimating and project management. system-wide problems. For example, if a mechanical issue or e o r or e fiel ee e l Decision
er role r e ro r e r l er or ro e came to the mechanical cluster group, representatives would Making).
management, schedule and budget project administration, fir l o e l le ro e l ro e
Encircle Health Ambulatory
l rel o or o e olo fi e develop standardized solutions within and across all of the
Care Center
administrative. At peak construction, the owner’s team will buildings. Clusters were also broken down by non-building
re e o l e o lI e or o e or systems, such as cost control, schedule, sustainability,
Walter Cronkite School of re re PD l or e e quality, etc. These non-building systems groups helped
Journalism jurisdiction over hospital projects. In addition UCSF also connect issues between the system clusters and building

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals

Firm
o l
Case Studies

BIM
Cathedral Hill
Hospital Firm Selection

er Pl ere ere re e rel o o e fir Subcontractors

l e o el individual level for most of the participants, including major DP e o er r e r o
and minor subs. The architect noted, “healthcare building is followed UCSF’s best value selection process to evaluate
a pretty small community. We do tend to know each other.” fir e o l o e er e e e o ro e
re e ller e o er e r eo o e o er fir bid documents included a page that described expectations
e o el we were talking to.” for teams relative to the principles of IPD. Criteria were
aligned to support these goals; collaborative experience
Architect l fi o e l e e e er l ere
l el e e e r fir oll or e e er e e I
The selection of the architect followed a traditional path.
e o l fi e e e e DP ol e ee ro o e ro e
I e ll o fi e fir re o e o e P
or l e ree l fie P r o e e l o regarding subs’ participation and performance. The design
ree e ell ol e o e o re re e fir o o e er assist services were paid as a lump sum.
Wyatt Federal Building a preliminary design. UCSF was interested in hearing each
fir ro er o e e l o o
or ll r o e P or e ele o o er o ere
Autodesk Inc. were discussions regarding the collaborative aspirations of
the project. The architect, at the time Anshen + Allen (now
e r e e o r r e
the architect was awarded the project, they worked with
er e l rfiel
UCSF to select their major design consultants.
e l fi e l
Contractor
r l le o l re UCSF developed a questionnaire that could be
Hospital Expansion administered as part of UC’s best value selection process,
which allows UC to select contractors based on experience
e er e r er lo I e l P
St. Clare Health Center requested the contractor assemble their entire team
including the major subs. At that time, the market for
healthcare construction was highly competitive and prime
Encircle Health Ambulatory contractors were unable to assemble their ideal teams for
Care Center e P I re o e re e e P o o o
selection of the prime contractor.

Walter Cronkite School of

Journalism

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Selection

Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Team
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Team Selection

er Pl There was no special consideration given to personality

l e o el types or collaborative skills when individual participants were
selected for the integrated team. However, both the architect
and contractor recognized that an individual’s preference
re e ller for, or aversion to large projects was key. The architect
e o el commented, “we are always looking for a good dynamic and
oo fi e e ll or ro e o e r o
I don’t think it’s anything special that came from the fact that
l
this was integrated.”
e o l fi e
e o r or o e o fi e l re o
o fi l r o o e e r e o lo e or
ree e ell environment. They observed that subcontractors who were
Wyatt Federal Building e o lo e oor o fi e fi l o e
open environment; everything worked on is visible, open
e le o e er o e e o e e o
Autodesk Inc. o r or e e e re o e e e efi
to having so many resource people available immediately; it
saved time researching and eliminated the need for drafting
emails or leaving phone messages.
er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Planning
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Project
Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Project Planning

er Pl Resources Referenced attendees went through several exercises and scenarios that phase. This resulted in a highly integrated and coordinated
l e o el Center for Integrated Facility Engineering demonstrated how a high functioning team produces better e o D o e or I efi e I le e o
External facilitators re l le o ro e e fi r e e r Documents. Even with the additional design and
Participant experience and expertise could take back to the larger team. oor o e l el e e fi l re e
re e ller fir le el DP e er l er l e er estimated costs and saved 5 months from the construction
e o el The team focused a great deal of effort on non-contractual research expertise gained through PhD work and/or schedule another major savings for the owner.
methods of creating team alignment. Since a true engagement with research centers such as LCI or CIFE.
multiparty IPD contract was not possible in the UC system, These experts focus on innovative process management Rethinking Staffing
l non-contractual means were used to establish relational tools and BIM practices; they also disseminate information Managing the collaborative team changed effort
e o l fi e expectations and implementation details. Team building throughout the company, supporting teams with new distribution; the resources were allocated differently.
events and facilitation were thoroughly documented and methods and techniques. During the design phase of the Processes that would normally be completed end to end
ree e ell resulted in formal or informal agreements between the ro e o o DP e er ere o e r e r became overlapped. For example, work that subs typically
Wyatt Federal Building owner, architect, Contractor, and DA subs. Agreements the BIM managers to facilitate detailer coordination. do in CA was shifted up into the CD phase. Changes had
covered topics such as: team organization, collaborative o e e fi or e r e DP or e
working process, team performance metrics, and behavioral Budgeting Team Effort r e e r r re e re o r e fi
Autodesk Inc. objectives. Without industry experiential models, predicting time came from additional project leadership required to support
e fir l or o r e o o r e llo o re o r e e fi l or e e e e o erl ro e o er ll re e
Consulting, LLC. Bainbridge got involved in August 2008, Added complications were the traditional-integrated hybrid the duration of certain team resources and required
after the CM was on board. He worked with the team over delivery method required by the particular situation of more dedicated resources to the project. There was also
er e l rfiel
approximately 3 months through the end of DD. He focused this project and late engagement of the contractors. The investment in team building efforts and workshops not
e l fi e l
on alignment of the then newly formed team by helping architects’ original effort estimates were based on traditional ll o e r o l or e l ro e e
individuals recognize and accept personality differences and o r o e el er le e le e take was needed to accommodate the costs for this different
r l le o l re facilitating a culture of open dialogue. the CM and DA subs were on board, the integrated team way of working; team members shared costs for team
Hospital Expansion e eD o r ere r e r had to recreate and revalidate the schedule based on a building.
2009, thirty team members participated in a weeklong collaborative plan. The revised schedule added 5 months to
boot camp facilitated by the Center for Integrated Facility the design phase and extended the overall project schedule
St. Clare Health Center Engineering (CIFE). CIFE is a center at Stanford University by 2 months. The additional design development time can
that specializes in virtual design and construction (VDC) be attributed to several factors including transitional time
management practices for building projects. This event was to educate and team build with late arriving contractor
fi e e or e e oo le o r team members, time to collectively reassess the project’s
Encircle Health Ambulatory
o re r o e e er e e or fi e ll objectives and milestones, and a potentially overly optimistic
Care Center
days. The boot camp started by teaching some general original time estimate. Most saliently, the team spent time
team building lessons and describing the growing pains re o o fi re e e e
Walter Cronkite School of teams typically experience before the team truly gels. The the traditional shop drawing process into the CD coordination
Journalism

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Implementation

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Implementation

er Pl Tools Decisions that cannot be made in the daily huddle are sent
l e o el Multiple Lean processes o e Pro e ol o ro P or ol o or
Pro e o fi o I o o or P I o fie direction.
Co-location
re e ller BIM
e o el P Pro e ol o ro

During design, the team developed a tool for capturing and

l
exploring innovation ideas that could optimize project results.
e o l fi e
e ool re erre o Pro e o fi o I o o
(PMI), (see more in Decision Making). A PMI is a mechanism
ree e ell to allow everyone on the team to offer input, similar to the Lean
Wyatt Federal Building tool known as an A3 form. The process was introduced to the
team by Cambridge, the owner’s consultant. As a result of the
PMI process, the team was able to add back original scope
Autodesk Inc. that had been deleted to meet budget under the traditional
e ro e o e fir e e o
During construction, the team is using Lean process tools and
metrics, extensively tracked by weekly reviews. The contractor
er e l rfiel
implemented the Last Planner System managed by their
e l fi e l
ro r e r e le o re lle r Pl e l
and interactive format provided facilitated planning and serves
r l le o l re as a learning tool; it helped subcontractors more accurately
Hospital Expansion predict schedules and time commitments. To date, the project
maintains an average of 82% reliability for the majority of the
construction phase. The contractor noted they would have
St. Clare Health Center loved to get higher, but they were cautious that “sandbagging”
commitments to reach a higher reliability would decrease
willingness to pursue aggressive goals.
Encircle Health Ambulatory Another valuable implementation tool was the daily huddle.
Care Center Huddles allowed the subs to meet early in the morning with
the architect and CM to identify items that may hold up their
or or e I llo e e e o
Walter Cronkite School of r or e or e o o o e fi e e e fiel
Journalism

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Involvement
Definition of Terms

Information Sharing
Project Description

Early Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Early
Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Early Involvement

er Pl A/E and reliability of the BIM that was achieved. For example,
l e o el o e l De Pro r l o the detailed coordination of systems enabled shop welding
of connections between structural steel and pre-cast and
Cambridge curtain wall elements. Welds were all shop welded by the
re e ller Schematic Design r r l eel r ore e fi e or e ro e
e o el fiel el l le e o e e o
CM/GC r r l eel ere o ere fi e
End of Design Development savings of time and cost to the owner. This would have been
l er fi l o e e o IPD e e re re
e o l fi e Trade Contractors accelerated coordination to meet tight time constraints for
Start of Construction Documents the steel fabrication submittals and full participation by the
ree e ell architect to determine the location of curtain wall sooner than
Wyatt Federal Building The architect was contracted in January 2007. In expected.
l e o e DD e e o r or DP Another example of integrated collaboration leading to
was brought on. This timing was not considered ideal by fi o er e e le or
Autodesk Inc. either the UCSF project management team or the architect e e ro e or ll e fie e e e le
e e e or r e trays. J-hooks are the less costly alternative, but were
subcontractors would participate earlier in the DD phase. e le e e l e e l or l e
e DP ro o e e l e e e e eo e e e er e r l r
er e l rfiel
and current estimate and found the project was well over oo o fi r o ol e e e l e e
e l fi e l
the established budget. In March 2009, 7 months after the remained low cost. The architects reviewed the option and
Contractor was contracted, DA subs were brought on to e ele r l o fir e e o l e l ll e
r l le o l re r e e fi o o o r e e e e e e ro e fi o le
Hospital Expansion within target. Participants agreed this was later than ideal meeting user needs.
l o o fi l o o o l
e ee re er le fir DP ee r o
St. Clare Health Center determine the ideal time to involve DA subs. Based on their
experience, DA involvement during SD may be too early, it
can be unclear how much value subs add when the design is
still in its infancy and pace of development may not warrant
Encircle Health Ambulatory
dedicated time of the DA subs.
Care Center
e ro e e ee fi l e e
ro e r o r or o e e eo e
Walter Cronkite School of biggest advantages of the collaboration is the level of detail
Journalism

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning

Transparency
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Transparency

er Pl e oo re ere r o P o r o e
l e o el ro e o er e r re l fi ll
The Contractor contract required the team to work
collaboratively, and the team agreed early on that in
re e ller order to have collaboration you must have transparent
e o el communication and sharing of information. Although not
explicitly stated in any of the written contracts, transparency
was discussed and the team has understood that it was
l
expected of everyone on the project from the start.
e o l fi e

ree e ell
Wyatt Federal Building

Autodesk Inc.

er e l rfiel
e l fi e l

r l le o l re
Hospital Expansion

St. Clare Health Center

Encircle Health Ambulatory

Care Center

Walter Cronkite School of

Journalism

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Making
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Decision
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Decision Making

er Pl eo e e ere e e ee IPD e ol e re l e e Pro e ol o ro P

l e o el build is owner involvement. As an active part of the decision eP ro oor e e e l e ol o
ro e e o er fi e eo e and provides direction on issues that are not resolved in the
project outcomes by offering valuable insight to the design daily huddles. The group includes leaders from the owner,
re e ller and construction team, especially with regard to operational architect, and Contractor, and PM consultant, often the
e o el issues. Their perspective was critical to evaluating the true same people who had served as Captains during the design
o e efi r eo o lo o r l r o phase. Anyone on the integrated team can bring an issue
le er e e efi o o er ol e e e er o e o eP ro e re r e o P lo e
l individual that sponsors the issue, or a representative from
easily accessible, the team was able to confer with the
e o l fi e their respective organization, attends the meeting to present
owner immediately before they invested resources and time
chasing down a user group request, or exploring a solution the problem. This process enables - the project leadership
ree e ell that may not be desirable to the owner. o re o er l P ee o rre l r
Wyatt Federal Building During design, the primary decision makers were the o fi e o r e e o o er ee o l e
re re e e ro e er or fir ol e scheduled. This ensures all team members are available
the time. Captains played several roles and met as needed, o re r e e P e re or e l
Autodesk Inc. at times daily, sometimes every other day. The Captains and color coded to help prioritize time critical items over
group was responsible for helping resolve issues at many e o l e re e l er e eP lo
le el ro e r re rel o o fi l o r e o o e l o re o e
project decisions. Sometimes the group would function as ol o e fie e e rele e o e
er e l rfiel
mediator if there were disagreements at the cluster level. ro r e ll I fiel or er e or er or
e l fi e l
e o e role e l e re re l l or o fi l re ol o o e o
e Pro e o fi o I o o P I ro e ee o e o ere e ro eP e
r l le o l re Implementation), which was a powerful tool for harnessing e e o o le e e e e le e
Hospital Expansion the expertise of all team members in problem solving. Most changes are brought to the executive level decision makers
e l o er P I e ro e who control the elective contingency budget.
group before going to the executive level. Their level of
St. Clare Health Center or e ol e e o fi e e le el ro e e ee e
executives and the Captains. In the beginning, every PMI
was elevated to the executive level because the executives
Encircle Health Ambulatory e o rol o er e o e fi
Care Center impacts to construction. After about a 5-month calibration
period, the executives granted the Captains power to make
decisions with impacts up to $50,000.
Walter Cronkite School of During the construction phase, the Captains group
Journalism

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance

Culture
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Culture

er Pl The team leadership observed team members generally Cultural Change Market Impact
l e o el had positive attitudes and personal commitments to the According to the project leadership, the most noticeable The market crash of 2008 was the biggest obstacle to
project. As a landmark project for one of the top ranked cultural shifts could be seen within the primary organizations maintaining a culture of trust on this project. The rumor of
medical centers in the country, there was awareness that e DP r e e o er o l a hard bid circulated throughout the local industry. Sub-
re e ller it was important to get it right. These attitudes may have Some degree of change penetrated to the level of MEP contractors who assumed that design assist would lead to
e o el enabled the successful implementation of behavioral rules, subs, but to a lesser degree. Team members speculated that construction contracts were concerned that their trust had
even though they weren’t contractually required. the degree of culture change may be related to the size of been abused. In fact, the project did not switch to hard bid
o lo o e fie o eo e o r l e ro e e r l r fir o e e ro e and the DA subs were awarded contracts as anticipated,
l shifted into the construction phase, new team members In response to the tension, the project leadership took action
factors in creating the culture and relationships desired on
e o l fi e were brought on and people redistributed. Team members o re ore e e rel o e fir e elo e
the project, (see also Workplace). Separate parties work
face to face with a higher degree of interaction compared noted relationships formed during construction were less a survey and distributed it to the entire team, giving
ree e ell to a non-integrated, non-co-located project. In addition lo e o re o e rl er o e le o ore fi l everyone the opportunity to share their concerns and
Wyatt Federal Building to facilitating work communication, co-location supported with communication and less enforcement of behavioral make suggestions for improvement (also see o l under
social interactions outside of work hours, such as going principles. To alleviate this disconnection, a team member o o l e e o o e o e
out to lunch. Team members note that the level of social from the architect team created an orientation packet for new or o e DP e e re l
Autodesk Inc. comfort carries over to work; people are more willing to team members; it outlined logistical information about the had been reviewed, an all hands meeting were held to share
accommodate one another. team as well as the team charter (goals and expectations) of the results and identify action items that each organization
each particular group. could take to improve their standing with the team. At
Architect the time of this study, the team was still in the process of
er e l rfiel
When the project began, many architects on the team Contract determining how frequently to follow-up on this exercise, but
e l fi e l
ere e o o e ro e r o e o fi e o e e The contract did not appear to have much of an impact improvements in team morale have been noted.
Architecture is very peer oriented and many were concerned on the culture of the team at large, although it might have
r l le o l re about losing touch with their peers. When the project started, o e e P le el o e e
Hospital Expansion the architect stationed only 4 people on site with others the contract was traditional, several individuals thought the
e e o e o fi e l o ell re e e contract might have even been a barrier to the integrated
from the larger integrated team, so they successfully and collaborative goals of the project. Both the architect and
St. Clare Health Center adjusted by bringing more team members to site. The contractor felt that although they have been very successful
architect observed the engineers struggled most with culture in achieving the collaborative culture without a multiparty
change that affected traditional relationships and hierarchies. agreement, there was an underlying concern that should a
e r e fir o l ll o r o l er r l
Encircle Health Ambulatory
Contractor behaviors. For the most part though, the team agreed the
Care Center
or o DP o e o fi e l re contract had more to do with the business relationships than
so the transition to the co-located, integrated working the behavior of the team.
Walter Cronkite School of environment was smooth.
Journalism

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data

Workplace
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Workplace

er Pl Co-located (full-time) o l o lo e o e e or l el
l e o el o e e e efi o o lo o o e
In the design phase, the team, up to 105 individuals from members, including the owner, were full time on the project
fir o lo e o l r e r ler o le – allowing all the resources to be immediately available.
re e ller adjacent to the building site. During construction, the o er fi e efi o o lo o e
e o el complex more than doubled (sf) in size to accommodate it leveraged integration for continuous coordination during
e l r er er o ro e e eer o e DP e the BIM development process. The team was able to
subcontractor teams. fully model and coordinate the 878,000 SF building in 18
l
The team unanimously placed high value in co-location, o DP re r e e ee l o e
e o l fi e
r o o e e efi e e o e ro e document production would not have been possible without
and the success of the collaborative relationships (also see the integrated, co-located team.
ree e ell Decision Making, Culture, and BIM). However, the architect
Wyatt Federal Building noted that there are nuances to co-location, for example line
of sight seems to have played a larger factor than originally
anticipated. They noticed some of the relationships forged
Autodesk Inc. during design disintegrated somewhat as team members
shifted around and were no longer located directly next to
one another.
Most team members adapted well to the co-located and
er e l rfiel
o e o fi e e ro e o e er e e re o e
e l fi e l
that not all activities were well suited to the active and open
environment. To address this, they provided breakout rooms
r l le o l re that gave individuals a place to work quietly in order to have
Hospital Expansion a conference call or if they needed a private area to focus,
think, and work out solutions independently.
e e e fie e er l e efi o ll e o
St. Clare Health Center lo o o lo o fi l re e l e o e
ro e e e e r o e re e efi
and found software that could do it, but did not see the
Encircle Health Ambulatory purpose in trying to document the time savings “of a ten
Care Center second conversation with thirty seconds trying to track it.”
e o o fi l e r e e el l e er
minimal. Time was not wasted drafting emails or waiting
Walter Cronkite School of for responses. When there were delays, most involved
Journalism

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Sharing
Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency

Information
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
Cathedral Hill
Hospital Information Sharing

er Pl Tools
l e o el CMiC (Networked collaborative Project Management
software)
ProjectWise (Networked document repository software)
re e ller BIM
e o el Smart Boards
Face-to-face exchange/Co-location
Lean tracking
l
Visual Management Tools (publicly posted project
e o l fi e
The team used several tools to make information
ree e ell available. The Project Team tracked project metrics, such
Wyatt Federal Building as Last Planner reliability and project cost goals, which
ere l l o e ro o e or e eo
the project’s BIM managers noted that their particular
Autodesk Inc. combination of physical, cultural and software tools created
the advantages; for example, co-location ensured the people
critical to making decisions were present and the project
management software, CMiC, provided the information when
er e l rfiel
needed.
e l fi e l
Meeting Frequency
r l le o l re ee l e or ee l e ro
Hospital Expansion reporting)
D l Pro e ol o ro ee
ee l e r er ee
St. Clare Health Center Weekly Work Plan Meeting (for each building and
system group)
Daily Huddles (for each building and system group)
Encircle Health Ambulatory
Care Center e l r ee ere re e l o o e e
members felt the number of formal meetings may be less
than other projects due to co-location, where informal
Walter Cronkite School of conversations were common.
Journalism

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)
Table of Contents Overview Legal and Commercial Management Social Workplace and
Strategies Strategies Strategies Tech Strategies

About this study

Definition of Terms

Information Sharing
Project Description

Early Involvement
Involvment

Decision Making
Project Planning
National Map of IPD

Team Selection

Implementation
Firm Selection

Transparency
Risk/Reward
Survey Data
At a Glance
e

e r

Leadership
IPD Profile

Workplace
Degree of IPD

Insurance
Contract

Liability

Culture
l

Goals
o l
Case Studies

BIM
BIM
Cathedral Hill
Hospital BIM CD phases. l le e fiel e o r or o e
The Contractor was responsible for managing the MEP that the relationships established in the cross-disciplinary
Model Manager coordination process during the CD phase and appointed teams allowed strong communication even after the teams
er Pl
Shared between Architect (Stantec) through DD and several BIM coordinators to manage the process. They acted rearranged along company lines.
l e o el
o r or DP or r o as a liaison between the design team and DA subs and eo e e lle e o I oor o
Management Protocol were responsible for creating the development schedule and communicating changes to the entire team. A successful tool
re e ller Team Charters developed during VDC Training with the addressing technical logistics between software platforms. o e e o fi o lo e
e o el Center for Integrated Facility Engineering (CIFE) In addition to managing the BIM coordination process, the by the designers. Issues arose making sure other system
o P oor o Pro e e elo e DP Contractor modeled the drywall and concrete portions to changes were fully distributed to the team.
based on owner requirements provide additional detail for coordination and clash detection. The team used ProjectWise, a shared, server based
l The goal was to fully coordinate the 100% CD model for document management system, to manage the models. All
e o l fi e o o PD e o el e oe r e project models were live, so everyone had access to the
UCSF requested the project team utilize Building
Information Modeling (BIM) tools to the greatest extent 2D drawings stamped by the design team and submitted to most current information. The server-based system allowed
ree e ell possible. This meant using BIM for coordination purposes, PD Po PD l e o el ere e or team members working remotely from other parts of the
quantity take-off, estimating and for pre-fabrication. The shop drawing and prefabrication documents. The owner felt country to also work in real time.
Wyatt Federal Building
focus of the coordination effort was on the MEP systems. “it was critical to have the people who were going to build the BIM was also intended for use in quantity take-offs,
The team was expected to work collaboratively within the building, design the building” in order to leverage the model estimating and pre-fabrication. The team used the models
Autodesk Inc. oo o e ollo e o r o r le o to that extent. for some quantity take-offs and prefabrication, but not
minimize waste and redundancy through the coordination A BIM matrix outlined detailed roles and responsibilities by for estimating. The team pulled quantities for several key
process. discipline; a format created by the Contractor based on past performance indicators, although the Contractor was fairly
e r e e eer P ere re o le hospital BIM experience. For the most part, the modeling er e ll ll er fie e er ll
er e l rfiel and coordination only included overhead, not in-wall. Some the software did not enbable the team to model everything
for high-level coordination of the model through 100%
e l fi e l of the subs went above and beyond, modeling additional e fi e l e l o e o
DD. The architecture model, built in ArchiCAD, served
as the basis for MEP coordination from an architectural e l or ll e e e e e efi or adopted, the information and data required to use BIM for
r l le o l re perspective. The engineers were required to use AutoCAD construction. accurate estimating was not modeled.
Hospital Expansion P or P o el o e e r re e eD fir o lo e o l lo e The team added additional BIM functionality by linking the
2009 for structural models and were expected to coordinate one detailer onsite. Quickly, more detailers were added o el r Pl e o r or o re ro r
software interoperability and hand-off so MEP design assist e e efi e e re e l e e e used to track the Last Planner Schedule. The concept was
St. Clare Health Center (DA) subs could use the engineers’ models to the greatest apparent. During the CD coordination process, the detailers to link quantities to schedule commitments and use the
extent possible to produce the coordinated CD set. At the were arranged by building team, not by company. There or o o l e fiel o e e ere le
transition from DD to CD, the design team turned over MEP lo e er l e ee e ler fi l o ell to track how long it took trades to complete certain scopes
modeling responsibility to the Contractor and DA subs. who worked for whom; it all looked like one company. During of work, so they could better estimate future work durations.
Encircle Health Ambulatory
Most subs were able to provide the detailers in-house, but construction, staff shifted back to a more conventional For example, when planning the slab on deck work, they
Care Center
some had to contract outside help. The structural engineers rr e e o o or o e fi ee were able to identify areas in the building with a higher
er or e e e ere re o le or o el greater internal coordination. To ensure continued cross number of inserts and adjusted the duration of that piece
Walter Cronkite School of and coordinating the structural model through both DD and collaboration, they held planning sessions every other of work appropriately. BIM was valuable in helping trades
Journalism visualize challenges to certain areas.

P I I DI P D I I
UCSF Mission Bay USCF Mission Bay San Francisco, CA Hospital Multiple Independent USCF Cambridge CM, Inc. Stantec (Anchen + Allen DP
Medical Center Medical Center Contracts at project start)