One Project - aiambajointcommittee.org · Collaborative Project Delivery Case Studies Bechtel MRTC & A6 Buildings Project Cost $15.4 Million Project Scope To deliver two mirror image

The Benefits of

Collaborative Project Delivery

One Project

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Collaboration in Project Delivery Systems

Strategies for Owners

Why is Collaborative Project Delviery Important?

Case Studies

Discussion

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Agenda

The AIA/MBA Joint Committee

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Chartered in 1965, the AIA-MBA Joint Committee provides a unique forum for Architects, General Contractors and Owners to meet and discuss existing conditions of the construction industry.

As a result of this forum, a set of guidelines was created to reflect the best practices for procedures involving drawings and specifications, bidding, contract documents and administrative procedures during construction.


Promoting Collaboration

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1 The AIA/MBA Joint Committee

• Fragmentation in traditional delivery

systems causes poor performance


Why is it important now?

‘Ours is the only trillion

dollar industry in the

history of the world in

which misguided

owners demand

processes that

increase cost and

reduce quality.’

The Owner’s Dilemma, 2010

Barbara White Bryson with Canan Yetmen





• Complexity of Projects



• Environmental Sustainability



• Information Management Tools Require It



Adapted Autodesk Diagram

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• The Traditional Fragmented Process


Project Delivery Systems

Design Construction

• Boundaries are Beginning to Blur



Design Construction

• No “Pure” (or Perfect) Delivery Systems



Design Construction

Design/Bid/Build

“IPD”

CM Advisor

CM at Risk

Design/Build

• Key Principles of Integration/Collaboration



Behavioral

•Mutual Trust & Respect

•Open Communication

•Willingness to Collaborate

•Collaborative Innovation

•Collaborative Decision Making

Organizational

• Strong Leadership

• Jointly Developed Goals

•Appropriate Technology (BIM) & Other Tools

• Intensified Planning

•Co-Location

Contractual

•Mutual Risk and Reward

• Financial Incentives Tied to Goals

•Early Key Participant Involvement

•Multi-Party Contracts

• Liability Waivers

• Fiscal Transparency

• Delivery Method by Procurement Option



Less Collaborative More Collaborative

Matrix Courtesy of AGC Project Delivery Systems for Construction - Michael E. Kenig

• All Else Fails Without Trust

What is it?


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Case Studies

Cardinal Wuerl North Catholic High SchoolProject Cost

$43,283,000

Project Schedule

Design: 1/2011 - 4/2012

Construction: 5/2012 - 1/2014

Project Delivery Method

Design Bid Build

Contract Type

AIA

Construction Manager Advisor

Campayno Consulting Services

Architect of Record

Astorino

General Contractor/Lead Contractor

Mascaro Construction Company


Case Studies

Cardinal Wuerl North Catholic High SchoolMajor Impetus for Higher Levels of Collaboration:

• Owner wanting to use this project to embrace BIM

• Owner wanting to structure information for operations and maintenance phase

Collaborative Principles Used

• Behavioral



• Organizational

•Strong Leadership

•Early Jointly Developed Goal Definition

•Appropriate Technology and other Implementation Tools

•Co-location

• Contractual

•Early Involvement of Key Participants

Outcomes/Keys to Success

• Early involvement of Mascaro prior to release of CD’s to structure a collaborative BIM implementation plan

• Getting buy-in from all participants to buy into the goal of doing what is best for the project success

• Sharing information and contributing in an open environment


Case Studies

UPMC Clinical LabProject Size

Renovation: 133,000 sf

Project Cost

Project: $38 M

Project Schedule

17 months


Negotiated / CM-at-Risk

Contract Type

AIA A133 (GMP)

Team

Massaro

Perkins Eastman


Case Studies

UPMC Clinical LabMajor Impetus for Higher Levels of Collaboration:

• Project Complexity – repurposing a building not ideally suited as a laboratory building presented major risk for

budget and schedule overruns due to extremely complex MEP coordination issues

• Budget – unrealistic budget set early in the project required high collaboration to ensure maximum amount of

program scope was accomplished within delivery time period


• Behavioral

•Mutual Trust and Respect



• Organizational


•Intensified Planning

•Appropriate Technology and other

Implementation Tools

• Contractual


•Fiscal Transparency


•Project done on schedule and close to original budget

despite unrealistic expectations and changes due to existing

conditions

•On time delivery provided owner with flexibility to deal with

planning for the Patients Affordable Care Act

•Higher collaboration provided real time changes and key

player feedback on constructability and value engineering

•Getting entire team working together to solve complex

logistical issues virtually before becoming major time

consuming field issues


Case Studies

Bechtel MRTC & A6 BuildingsProject Cost

$15.4 Million

Project Scope

To deliver two mirror image office buildings on

Separate, adjoining parcels of land

Project Schedule

Design: August 2, 2012 – May 3, 2013

Construction: February 1, 2013 – April 24, 2014


Design-Build

Contract Type

Bechtel’s Standard D-B Purchase Order

General Contractor/Lead Contractor

DCK Worldwide

Architect of Record

Paradigm Architecture/Michael Baker, Inc.


Case Studies

Bechtel MRTC & A6 BuildingsMajor Impetus for Higher Levels of Collaboration:

• Bechtel was dissatisfied with the collaborative levels achieved on previous D-B Projects so the retained a

consultant from the DBIA to guide the process.

• Owner needs to have a Fixed-Firm Price contract – could not have change orders or cost overruns.

• Owner has historically been viewed as a very difficult owner and wanted to change their reputation with

contractors.


• Behavioral




• Organizational

•Jointly Developed Goals

•Co-Location (dck’s Office, Baker’s Office, PNC Park)

•Appropriate Technology - BIM used

• Contractual

•Early Key Participant Involvement (MEP Subs were part of the team before the RFP was released)

•Financial Incentives Tied to Goals




Case Studies

Cleveland Clinic Marymount Hospital Surgery ExpansionProject Size

Addition: 43,965 sf - Renovation: 29,458 sf

Project Cost

Project: $45 M - Construction: $27.5 M

Project Schedule

Design: 2008 - 2010

Construction: Nov’10 – March’12 (Addition) & May’13

(Renovation)


CM with Design Assist Partners and Lump Sum Bidders

Contract Type

Separate Contracts between Owner/Architect/CM with a

performance charter

Partners

Cleveland Clinic – Bostwick Design Partnership – Karpinski

Engineering – Turner Construction


Case Studies

Cleveland Clinic Marymount Hospital Surgery ExpansionMajor Impetus for Higher Levels of Collaboration:

• Maintaining Budge and Schedule

• Reduced RFI’s and Changes

• Reduced Risk for Owner Based on Prior Project

Experiences


• Behavioral




•Collaborative Innovation and Decision Making

• Organizational

•Strong Leadership


•Intensified Planning

•Appropriate Technology and other Implementation Tools

• Contractual

•Mutual Benefit and Reward (and Risk)

•Financial Incentives Tied to Team Goals




•Only 34 RFI’s in first 9 Months

•Phenomenal collaboration and communication between

design and construction led to several innovative solutions

•Project completed on budget and schedule

•Were able to add additional scope within original budget

•Accomplished LEED Gold (target was Silver)

•User surveys indicate an increase in quality (environment,

amenities, etc.)

•Strong owner leadership

•“Owner Controlled Team Project Delivery”

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Teamwork on the AGENDA

Confirming RFI’s ONLY

Job Site OFFICE

Team Environment SURVEY

Increased TRANSPARENCY

Teamwork on the AGENDA



As discussed, …



Confirming RFI’s Only



Job Site OFFICE



4.36

4.55

4.09

4.27

4.55

4.45

4.55

4.55

0 1 2 3 4 5

Communication

Acknowledgement of Issues

Timely Resolution

Cooperation

Accountability

Teamwork

Trust

Respect

Survey Rating

SH Team Scorecard: March 2012

Bi-monthly team surveys

Team Environment SURVEY



Increased TRANSPARENCY

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• Books – Broken Building Busted Budgets by Barry B. LePatner

– The Owner’s Dilemma by Barbara White Bryson

– The Commercial Real Estate Revolution by Rex Miller

• American Institute of Architects Resources– AIA Center for Integrated Practice: http://network.aia.org/centerforintegratedpractice/home/

Contains many good resources such as Integrated Project Delivery Case Studies (2010 and 2012), AIA

Integrated Project Delivery Awareness Survey, AIA-AGC Primer on Project Delivery - 2nd Edition, etc.

– AIA IPD Contracts Information:

http://www.aia.org/contractdocs/AIAS076706

– The Business Case for Trust:

http://www.aia.org/akr/Resources/Documents/AIAP062339

• AIA/MBA Joint Committee– AIA/MBA Joint Committee Best Practices Guide:

http://www.aiambajointcommittee.org/

The guide was updated to include a section on BIM and will continue to be updated with information and case

studies as the industry migrates toward more integrated and collaborative delivery systems

– AIA/MBA Joint Committee Task Force on Collaborative Project Delivery:

Will be offering educational sessions and continuing to highlight case studies in an effort to elevate the

regions understanding of the value of collaborative project delivery and encourage more integration to

achieve more certainly in project outcomes


Resources

http://network.aia.org/centerforintegratedpractice/home/

http://www.aia.org/contractdocs/AIAS076706

http://www.aia.org/akr/Resources/Documents/AIAP062339

http://www.aiambajointcommittee.org/


Resources


Results

Cost Growth (%)6543210

4.84

2.373.34

Schedule Growth (%)6543210

4.44

0 0

Quality

14.716.1 15.6

20

15

10

5

0

Key: DBB - Design Bid Build (Plan/Spec)

D/B - Design/Build

CM@R - Construction Management at Risk

CII – Penn State University

Research Study of Project Delivery for 351 Projects

Summary of Principal Metrics