Best Practices in Integrated Project Delivery

8/6/2019 Best Practices in Integrated Project Delivery

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Best Practices in Integrated Project Delivery for Overall Improved Service DeliveryManagementThe desire to better manage building projects leads firms to implement next-generation collaboration toolsand integrated server products. The technologies are shown to save time and money while improvingknowledge management.

March 2009Sponsore d by Microsoft Professional Services Industry Solutions

C.C. Sullivan

Architectural, engineering and construction (AEC) firms all over the world arestruggling to address information overload, growing business complexity andassociated risk and compliance challenges, as well as increasing complexitymanaging internal and external collaboration. In addition, firms are grappling withchanging workforce demographics and the departure of their most experiencedpersonnel. Firms around the globe are facing the challenge of assimilating andupdating the firms computer and communications technology, and ensuring thateveryone involved in a project is on the same page, with the same information and

versions of key documents.

In order to reduce cost and better manage the increased speed and complexity oftodays construction projects, new business intelligence tools are being deployed.The result is that todays marketplace challenges are actually driving many AECfirms and owner groups towards a better way of getting work done.

Part of this evolution is about technology, and part is purely organizational. Forexample, as design and construction firms have faced a departure of their mostexperienced employees, many firms are creating project teams with personnelfrom offices that are dispersed geographically. When the opportunity arises, many

AEC companies are also partnering with other firms or acquiring smaller firms andassimilating those to meet new business opportunities. Still others are employingdesign-build and other accelerated delivery methods to improve building quality

while meeting their schedule and budget commitments. Last, some are partnering

with their clients, integrating the owner group more closely in the project cycle.

To move towards a better, more efficient future, AEC firms are pressing for ways to securely share information over an extended periodof time without losing the essential pieces of the unfinished product. In an annual technology survey of 400 construction industryexecutives conducted by the magazine Engineering News-Record, about 80 percent of the professionals agreed that, Collaborationamong industry players is the most important role for technology for the next five years. This observation has increased the pressureon the search for effective information exchange.

Continuing Education

Use the following learning objectives to focusyour study while reading this monthsContinuing Education article.

Learning Objectives - After reading thisarticle, you will be able to:

1. Explain the principles and benefits ofintegrated project delivery (IPD) foroverall improved service deliverymanagement.

2. Describe the types of IT technologysolutions used for IPD.

3. Discuss how IPD information technologysolutions affect project and firmprocesses within the AEC field.


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One result of these changes has been a transformation in systems management among companies with multiple locations and offices.Leading AEC firms seeking to better leverage human resources, existing work content, and business intelligence tools have begun toemploy integrated project delivery (IPD) technologies. Distinct from IPD contracting and delivery methodologies, such as design-build,construction management at-risk, bridging, and the like, this discussion focuses exclusively on IPD tools for client-service team projectcollaboration. In this context, IPD may be a suite of IT and communication tools for use by one or more firms or on one or moreprojects, or both.

We use an array of vertical solutions whether for risk management, scheduling, asset management, or spatially enabling a project, butthere are two specifically that we're really kind of getting a lot of business value from right now, says Scott Prather, director ofCollaborative Services for CH2M-Hill, Denver, referring to his firms use of dedicated IPD solutions. One of those enables us to map

the process across all different silos into a common portal to where anybody can go and see the status of a project or its phase. Thesecond tool crosses the boundaries of corporations easily and securely, which is another very important factor in our industry.

In order to better manage the complexity of todays AEC projects, new tools are beingdeployed by AEC teams. Among them is a new class of collaboration tools for integratedproject delivery, or IPD.


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Market-driven IPD Solutions

With collaboration more crucial than ever, communication is seen as the key to managing successful projects, and IT-based IPDtechnologies are focused on that function. IPD tools are designed to address the information silos that can result from the AEC

industrys inherent structure, and the resulting lack of visibility, both within and across projects.

This was the case for Omaha-based HDR, the architecture and engineering firm (see Integrated Server Products Boost IPDEffectiveness at AEC Firm, page 8). As we grow, were acquiring other companies, and the difficulties of blending all the different

websites and locations dealing with cultural and physical differences between the merged organizations led us to look for a moreintegrated collaboration solution that would support our goal of building one great sustainable company, says Angelo Privetera, vicepresident and chief information officer for HDR.

Put simply, IPD systems allow multiple organizations, locations and people involved in the same undertakings to share and integratedocuments to achieve project goals. IPD not only lets a single discipline or company share and integrate documents an architecturefirm, for example, or the entire design contingent on a project but it also makes those documents and data available to any partiesinvolved with the constructed asset throughout its entire life cycle.

The ability for us to kind of stay nimble to increase our competitiveness and the ability to reduce risk within projects with data spread

across different systems, is something thats a huge challenge for us, says CH2M-Hills Prather. Because we need transparency toknow how a given project or program doing. Are we on schedule? Are we on cost budgets? Do we have the right resources? Are wepulling in the right information? Is everybody communicating, with the right documentation? Is it the right version? Those are kind of alot of the big challenges that are facing us.

IPD technology is designed to address such questions. It allows the AEC project teams work to be communicated internally during allphases, as well as to owners, consultants, interiors designers, facilities managers, maintenance personnel and any other stakeholders inthe built asset. The technology solutions also address the very real issue of fieldwork for AEC projects. Many of the more remote jobsitesare poor business environments with no access or limited access to technology, which tests the limitations of cell phone, radio and evensatellite communications. IPD tools allow team members to work and pull data offline, and later update the enterprise in a coordinatedfashion.

Another major difference between traditional modes of project delivery and working with IPD technology is that project tracking andrecordkeeping occur as a result of all project team efforts and communications. This decreases the traditional focus on process

documentation, shifting effort and resources to the decision-making process.

Common obstacles to effective information exchange include incompatible softwareplatforms, sharing costs, and the time required for data translation.


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After updating to new IDP software and systems, says Mark Levitt, vice president for Collaborative Computing in the EnterpriseWorkplace at IDC, Generally speaking, organizations should expect a combination of hard and soft benefits when theyre looking atevaluating both current tools as well as new tools. Among the benefits he lists are reduced travel expenses for meetings, since much ofthe collaboration occurs online. Other benefits could include reduced overtime, fewer penalties resulting from delays, fewer fines fornoncompliance with building codes and regulations, and fewer costs related to documents used and wages paid to correct mistakes.

Considering IPD for the AEC Firm

Is IPD right for every firm, project or building program? The key factor to look at when taking into consideration what software tochoose would be whether or not there is a lot of information exchange among companies during projects. According to a recent study of295 U.S. architects, engineers, contractors, and owners conducted by McGraw-Hill Construction, eight out of every 10 respondentsdescribed a high or medium level of data sharing among players during a project. The telephone survey also indicated commonissues within these companies, including incompatible software tools, players using different information formats, and excessive timespent translating data for usage and costs relating to sharing that information.

Its not surprising that IPD technology has been shown to work very well in the construction industry, where the challenges ofinformation exchange are unique and especially pronounced.

At $4.5 trillion, construction is one of the largest industries on the planet earth, yet it is unusually and highly fragmented, saysStephen Jones, publisher ofEngineering News-Record (ENR). Projects are completed within a loosely connected network of some20,000 architectural firms, 48,000 engineering firms, 240,000 general contractors and CMs, 380,000 specialty and trade contractors,

and 420,000 building product manufacturers and distributors, according to ENR. And the services are distributed among more than140,000 major owners and facilities managers. That means a total construction industry universe of as many as 1.25 million companiesin the United States alone.

Two other factors further complicate construction project delivery, adding additional challenges: First, about 98 percent of thecompanies in the AEC market have fewer than 50 employees. Second, unlike other major industries that deliver a discreet product orspecific service, the construction industry is project-based, and each project is almost always unique. As Jones observes, Its as if all theindustrys final products were one-time prototypes. And dozens if not hundreds of companies touch that asset during its life cycle andall use different IT tools to perform their work.

Extrapolate that work over the full life cycle of the constructed asset, which may be three decades or up to 100 years, and it becomesclear why project information management is such a crucial consideration in the AEC field.

Lack of Consistency in Data and Process

A recent survey of almost 300 AEC industry companies showed that most firms participate ina high level of information sharing with other firms and client groups.


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Due to the fragmentation and varied information platforms, theres little consistency in process, documentation, or in methods ofinformation exchange, either for the life cycle of one specific project or from project to project. Because numerous data types andformats are required for managing the design, construction, and long-term operation of the constructed asset, the challenge ismagnified further. Building teams need to make sure that the right information is available to the right person at the moment that theyneed it throughout the lifecycle of that asset.

In fact, the hand-offs between the various participants in project development and construction and operations are a source ofsignificant inefficiency. First, there are issues of interoperability between data types. While new tools such as computer-aided designand computer-aided manufacturing (CAD/CAM) and building-information modeling (BIM) have helped reduce data loss throughoutproject stages and over some portions of the constructed assets life cycle, information is still lost or hard to interpret because ofimproper versioning of documents and files. This and other challenges affect the accuracy and reliability of subsequent decision-making. It also raises concerns about security for documents and authentication for allowing employees access to files and the sharing

of and contributing to documents.

In addition, says Jones, information is simply lost because of the nature of the hand-offs between phases. The design work getsdumbed down over a set of documents, and handed out to the marketplace for bidding, and there's a big drop off as that information

becomes extracted and handed off, Jones explains. Then a whole new set of people work very hard to understand that project asthey're bidding it out. Yet only a small subset of those actually end up working on it, and by the time it gets turned over to the people

who have to build it in the field, the trade contractors, the fabricators, the suppliers, and the contractors who put it together, there'sanother big drop off. That group then builds an enormous amount of valuable information about every small detail of that building asthey actually put it together. But then a huge amount of that drops off again when it gets handed over in a simple set of as-builts andsome operations manuals to an owner.

The resulting inefficiencies are significant. Of all industries, construction is the only one to have actually experienced decreased

productivity since 1964. Total waste is estimated at as much as 30 percent, according to Economist magazine, and absence of softwareintegration and interoperability costs companies in the construction sector up to $15.8 billion per year, as shown in a study by theNational Institute of Standards & Technology (NIST).

Of all industries, construction is the only one to show decreased productivity since 1964, asseen in this U.S. Department of Commerce chart. Total waste is estimated at as much as 30percent, according to Economist magazine.


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Preventing Data Loss and Du plication

IPD significantly prevents much of the loss of information that occurs from phase to phase. According to the American Institute ofArchitects (AIA), Integrated project delivery leverages early contributions of knowledge and expertise through the utilization of newtechnologies, allowing all team members to better realize their highest potentials while expanding the value they provide throughout theproject life cycle.

Seizing on this valuable opportunity, the AIAs Contract Documents Committee and the AIA California Council jointly developed thepaper, Integr ated Project Delivery: A Guide, to assist owners, designers and builders to move toward integrated models and improveddesign, construction, and operations processes. The guide identifies the characteristics of IPD and offers guidance on how to utilize IPDmethods to improve design, construction and operations processes. Among the key topics addressed by the AIA study are:

Teams Processes Risk and liability Compensation and reward Communication and technology Agreements and contracts

In terms of suitable technology, the AIA report counsels that technologies should be specified at project initiation to maximizefunctionality, generality and interoperability. The issue of interoperable data exchanges based on disciplined and transparent datastructures are essential to support IPD, says the report.

While the potential gains of efficiency of using IPD tools in the construction market are among the highest possible, integrated projectdelivery is benefiting much more than the AEC world. For example, its use for emergency operations centers (EOCs) has been shown toimprove critical decision-making in the high-pressure, constrained environments of natural and human-made disasters. DuringHurricane Katrina in 2005, Louisiana State University, in Baton Rouge, Louisiana, employed a collaboration software program as wellas a server and software for web-based work applications to manage its EOC. The resulting robust collaboration environment was foundto enhance many measures of effectiveness during an emergency situation.

P ro ject Facto rs Tr ad itio na l P ro ject De liver y In tegr ated Pr oje ct De live ry

Teams Fragmented, assembled on just-as-needed or minimum-necessary

basis, strongly hierarchical, controlled

An integrated team entitycomprising key projectstakeholders, assembled early inthe process, open, collaborative

Process Linear, distinct, segregated;knowledge gathered just-as-needed;information hoarded; silos ofknowledge and expertise

Concurrent and multi-level; earlycontributions of knowledge andexpertise; information openlyshared; stakeholder trust andrespect

Risk Individually managed, transferred tothe greatest extent possible

Collectively managed,appropriately shared

Compensation/

reward

Individually pursued; minimum effort

for maximum return; (usually) first-cost based

Team success tied to project

success; value-based

Communications/technology

Paper-based,

2 dimensional; analog

Digitally based, virtual; BuildingInformation Modeling (3, 4 and 5dimensional)

Agreements Encourage unilateral effort; allocateand transfer risk; no sharing

Encourage, foster, promote andsupport multi-lateral open sharingand collaboration; risk sharing

Source: American Institute of Architects


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While construction projects may be likened to crisis situations, unlike emergencies most tasks, processes, and labor needs are known inadvance. But similar to an emergency, integrated planning and deployment of resources are central to optimal performance. The key tothis, found LSU officials, was to select and deploy a platform suitable for an EOC by studying the solution from the bottom up, ensuringthat everything from the physical assets to the team directory are configured for the real-world needs.


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Technologies for IPD

With communication and data integration as the backbone of integrated delivery, the AIA and leading AEC firms have focused recentlyon the new technologies that can enhance functionality in new projects while helping leverage the content developed with legacycomputer technology. Thats another reason that the AIA recommends open and interoperable data exchanges based on disciplinedand transparent data structures, says the 2007 study. Because open standards best enable communications among all participants,technology that is compliant with open standards is used whenever available.

While this drive to integrate systems and match open industry standards can affect numerous kinds of information andtelecommunications technologies, there are three areas the project teams should focus on:

Collaboration So ftwar e . Project teams involved with IPD work and interact remotely in consolidated, organized

workspaces virtual business environments regardless of their online/offline status. By allowing consistency andcoordination, the workspaces are intended to save time, increase productivity, and strengthen team deliverables.

Integrated Web-based Applications . Using software and server hardware, the Internet-hosted collaboration tools allowproject teams to stay connected and access key information as needed. These foundation platforms flex and scale to meet the

varied needs of projects of all sizes and complexity. They also provideadministrative controls for managing storage and Webinfrastructure.

Building Information Modeling . Also known as BIM, building information modeling employs a digital, three-dimensionalmodel linked to a database of project information. The technology can incorporate data for project design, componentfabrication, and building erection instructions, as well as project management logistics. BIM can be used for facility operationsand renovations as well.

Within these broad categories are a range of specific technologies, including software and hardware. Firms also need to consider newtools such as virtual work spaces and real time messaging to make it easier and therefore more likely for workers to collaborate earlyand often, says IDCs Levitt. And the promise of integrationwhether its for project management and delivery or whether it'sintegration of all corporate systems that relate to information that users need is the key to it.

In the traditional design process, the majority of the output by the AEC team occurs duringthe construction-documentation (CD) phase, when the ability to control costs is low and thecost of design changes is increasing. In the integrated project process, documentation iscreated in earlier phases, when the ability to control costs is much greater and the cost ofchanges is relatively low.


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The Advantages of IPD

There are various vertical systems for the purpose of project integration. Each has its own capabilities and may fit the needs of aparticular company depending on the tasks that need to be completed. For example, some firms prefer a highly secure environment

with strict permissions granted only to employees. Other firms who may have experience with collaboration tools may be willing to workwith their clients directly on documents and files specific to project engineering and architecture.

IPD tools allow people to find the exact document version they are looking for; find the right person to contact in reference to thedocument, and then find out the best way to reach them (via email, phone, etc.) in order to get the information needed. With all versionsof a project on the delivery system, teams can make better use of historical intellectual capital, allowing a better end result, fullysatisfied teams and more importantly, satisfied clients.

Building Information Modeling . Within IPD is a class of vertical technology called building-information modeling, or BIM. Thesesystems provide a three-dimensional, data-rich view of a building project that is valuable during design and construction as well as inthe buildings operations phase. Sections of work can be isolated and viewed in order to fully understand the building or itscomponents; everything can also be shown at a variety of scales. A single BIM model may be used for a small project or a portion of alarge project may utilize a single model. For projects of greater scope or scale, on the other hand, many interconnected models may beneeded to fully describe the project, some of which are created by specialty consultants and contractors.

The benefits of BIM include improved designs, less time spent in creating construction documents, and a reduction in errors and changeorders during the construction phase. The BIM model helps to make estimating and scheduling more accurate and can be use forstaging and scheduling the project, all far in advance of the actual construction start. For IPD, BIM tools provide for project informationstorage as well as convenient visualization purposes. Major fabricator models may interact with a design model to produce fabricationinformation directly and to coordinate conflicts as the design and purchasing proceed simultaneously.

On the other hand, BIM is an evolving tool that is used in various ways throughout the AEC industry. BIM is not a delivery method, butrather a way to organize building information. It is also limited to describing the project itself, not tracking communications or storingprocess documentation and best practices. For that reason, it remains a subset, albeit an important one, of IPD practice.

And BIM works very well when incorporated into a firm-wide or project-specific IPD scheme. IPD process methods work hand in handwith BIM and leverage the tools capabilities. What is crucial to the process, say experts in IPD and BIM, is that firm or project teamsresolve carefully how the model will be organized and utilized.

Case Study: A Global Engineering Firm

With or without BIM, new IPD tools are being deployed by construction companies around the world. One useful example is GolderAssociates, a 6,000-person geotechnical and environmental engineering firm with 150 offices internationally. The employee-owned

firm, which was established in 1960, includes such professionals as engineers, scientists, project managers and other technicalspecialists for a range of project types. Noted for its enduring client relationships and long-term organizational stability, Golder hasexperienced steady growth over the years.

Yet, like many large engineering operations, Golder Associates was facing scattered storage of critical information. Multiple documentversions were spread worldwide. The time that it took to find and verify information could be frustrating, says Bryan Rawson, thefirms chief information officer. For one thing, version control breaks down the minute anyone makes a copy from a shared site orattaches a copy to an e-mail message. E-mail attachments were our most used method of collaborating.

Rawson and other executives at Golder Associates contemplated a faster way to identify the most recent information and to locaterelevant, but dispersed, documents. One anticipated benefit of this change would be in sharing knowledge and establishing bestpractices. When you have such separated data, you risk duplication of effort, Rawson explains. People would get together anddescribe what they had been working on only to discover that other staff had been working on similar projects elsewhere in the firm.

After reviewing a number of approaches, the firm implemented a global collaboration-and-search solution based on an integrated suiteof server capabilities. Part hardware and part software, the technology was expected to improve efficiency and knowledge-sharing by:

Coordinating all firm content and project information Allowing enterprise-wide search Accelerating shared business processes Facilitating information-sharing across disciplinary and work-unit boundaries

The integrated solution employs a server that supports all intranet, extranet, and Web applications on a single, integrated platform. ITprofessionals at Golder also use the solution as a platform for server administration, application extensibility, and interoperability.

What does this mean for an AEC firm? According to Golder Associates principals, the server allows engineers and project managers tolocate documents, templates, and e-mail correspondence. Work teams can establish project/proposal workspaces for use by any Golder

Associates office. Similarly, professionals in each of the firms core disciplines can set up their own collaboration workspaces toexchange and post best practices and new ideas on civil engineering methods.


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Intuitive Synchro nization

Prior to the migration to the shared environment and server, Golder had developed web-based tools for basic collaboration workspaces,collection of files and photographs, and management of e-mail lists. These tools, however, lacked a fundamental attribute: intuitivesynchronization. This meant that the firm had to rely on each user to check out or download documents and then remember toproperly check them in again.

There were other challenges. Even the firms intranet lacked the user-friendly coordination capabilities that were needed to boostproductivity and reduce errors. Golder actually had several company intranets, which had been independently developed on a regional

basis, explains Rawson. Building a search engine on top of multiple unique, disparate Web sites just did not make sense. Also, toserve customers across geographic boundaries and time zones, Golder employees often were accustomed to using shared files and e-mail messages to collaborate, storing project information on unlinked file servers in various Golder offices. To retrieve key files andinformation, the firms team members would call or send e-mail requests to others in their offices, asking them to locate the most recentdocument versions, whether it was a proposal, past project file or report, safety policy, or e-mail correspondence.

Recognizing that project and document management could be streamlined firm-wide, Golder Associates evaluated various technologyand partnership options. The firm released an RFP in November 2005 seeking a customized, global information platform. The selectedtechnology suite was low in cost and had a recognizable business trade name. The main perceived benefit of the IPD choice was reducedtime and expense as well as instantly globalizing and automating business processes to gain more efficient document sharing andmanagement. The solution consists of three parts:

a project/proposal workspace portal a collaboration workspace portal a and global search portal

Portals for Wo rkspace, Collaboration and Search

IPD tools generally include a project/proposal workspace portal, which tracks project information to enable a search engine that willhelp employees find statements of qualifications, proposals, reports, project descriptions, and other consultants. A second component isa collaboration workspace portal, which can include a number of dedicated workspaces for projects, teams, market sectors,departments and the like. A group within a firm that has a particular practice or technology focus, for example, can access specificinformation, calendars, lists, and e-mail correspondence that pertain to their work. To create a new workspace, the IPD tool provides anadministrative interface, and the requests can be handled locally or by the central IT department.

"Even if they do not need to work directly with each other today, it is still valuable to link groups of people involved in similar projectsthrough the workspaces for future opportunities," says Rawson.

The third component of the IPD suite is the global search portal, which offers index and relevancy search features to find informationin the HTML-based portions of the existing intranets and new project and collaboration workspaces. It can include a data catalog forsophisticated searching among an organizations many line-of-business applications and the ability to generate key performanceindicators that are based on real project information.

Taken together, the three components help streamline document availability and management for its projects. Our improved search,collaboration, and version control capabilities will make our projects more efficient because of immediate sharing and the significantreduction in duplication of information, says Rawson of his experience with Golder. Other related benefits Rawson expects includeimproved productivity and more successful use of mobile workers.

Mobility and A ccess in the Co nstruction Sector

At least 40 percent of Golder personnel work daily on a portable computer, requiring enhanced e-mail caching and synchronizationcapabilities. For AEC professionals who are on the road and at the project site, IPD tools can offer connectivity to project workspaces

and proposal workspaces through a familiar browser interface, rather than connecting directly to data isolated in local file servers.

Even on the road, firm employees can initiate new proposals and projects with the three main tools of IPD technology. Firms like Golderand CH2M-Hill make accessible their most up-to-date, corporate-approved marketing and business materials on the IPD systems. Theaccess for mobile and office-bound workers is not limited by time, either: 24-hour access is a common feature of IPD. New features alsoshow system users how to best reach out to and collaborate with mobile personnel.

Finally, next-generation IPD tools also simplify the overall IT environment in Rawsons case, a reduction in file servers of up to 40percent due to decreased information storage for isolated projects. Data in project silos is replaced over time by saving work toproject/proposal workspaces.

Changes in Response to New Market Demands

Mobility, and the related need for secure collaboration, is just one of several criticalfactors pushing todays AEC firms toward a new way


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of doing work. As the AIAs white paper, Integr ated Project Delivery: A Guide, states, IPD leverages early contributions of knowledgeand expertise through utilization of new technologies, allowing all team members to better realize their highest potentials whileexpanding the value they provide throughout the project life cycle.

This comes as a result of several changes within the construction world. For example, work was historically done in large part by oneoffice; today, work needs to be done by many people from different locations and, increasingly, different firms and organizations. Thisand other factors makes it all the more urgent to securely share information across teams in different locations and facilitatecollaboration across these groups, with access only to appropriate files, sites and data.

Moreover, AEC firms need to make that information available as a natural part of business processes with workflows. For example,documents can be shared as needed across the entire project life cycle and document life cycle and across all disciplines and playersin the construction world, including architects, engineers, contractors, facility managers, and more. This boosts the value and scope of a

firms intellectual capital as it eases work pressures for individual practitioners.

Fortunately, companies providing IPD solutions are dedicated to working with the AEC community to better understand and addressthe challenges specific to the project-centric world of construction. Bringing best practices from other professions and markets, the newIPD technologies are enabling secure collaboration across a global, extended enterprise. They also help distribute business intelligenceto enable firm management to have better information about such key measures as material costs and project profitability allowing

better decisions to support their efforts.

Integrated Server Pr oducts Boost IPD Effectiveness at AEC Firm

HDR, the architecture, engineering and consulting firm based in Omaha, needed an easy-to-usecollaboration environment. The firm was growing quickly through acquisitions and expansion, andthe growth demanded consolidation and integration of its information systems, websites, andproject delivery tools.

In the end, Angelo Privetera, HDRs chief information officer, determined that the mergedcompanies would benefit from integrated project delivery (IPD) technologies. Privetera beganlooking for an integrated collaboration solution that would support our goal of building one greatsustainable company.

The environment had to be secure, efficient, and as it grew, bring out the potential of its people,intellectual property, and client relationships. In order to make this a reality, the firm worked withMicrosoft to construct an intranet portal with IPD software. The IPD technology was licensed forthe firms entire enterprise, because it would support the firms workflow and work-sharing

processes, while providing key document control features. The main focus of the system was real-time collaboration, according to HDR.

Other considerations for the IPD system included firm-wide communication as well as security toprotect the firms intellectual property and ensure uninterrupted work operations.

Founded in 1917, HDR employs engineering and architectural specialists for A/E designconsultation, and the 6,000-person firm offers a growing selection of services in field such asenvironmental sciences, design-build, and security systems. HDR has also become active in theglobal market, having completed projects in 40 countries and throughout the United States. Today,the firm has about 140 offices globally, which has created a new set of collaboration challenges.

Much of that growth has come in the last decade or so, says Privetera, during which the firm hasrelied increasingly on work sharing in order to support collaboration among its geographically

spread teams. This has demanded the sharing of files, easier communication, and access to firmsystems and resourcesfrom any place in the world.

In choosing to implement a coherent, firm-wide IPD solution, HDRs goal was to make it easier tofind information and access useful materials with fewer clicks, while enhancing security andperformance, says Privetera. We wanted to streamline the flow of information between people,systems, and processes, and transform the way that people use information to drive informed,creative decision making. Specific firm needs identified by Privetera included:

Eliminating unnecessary large file transfers and paper documentation. Supporting workflow and document versioning. Enhancing the use and reuse of key project information. Providing authorized users with easy, secure access to project documents regardless of

where they are stored.


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Maintaining real-time communication and collaboration. Organizing information into logical communities.

According to HDR principals, after the IPD setup was sourced the entire network installation wascompleted in about four months. The enterprise suite specifically addresses our needs for

business intelligence, collaboration, content management, and security, said Privetera. The suitereduces immediate costs and the total cost of ownership. Yet HDR will actually build on the IPDsystem, adding new collaboration tools during system upgrades. The additional functionality willinclude:

Unified messaging and compliance. Web-based forums. Information rights management. Spreadsheet publishing. Client, server, and edge security. Business data search. Web conferencing.

The primary advantage of employing a specific, unified IPD solution throughout the HDRenterprise is that it extends the reach of firm experts. According to Privetera, this provides thestaff with capabilities that will transform our business by eliminating the barriers betweenorganizations, systems, processes, and forms of communication. We can communicate andcollaborate instantly with colleagues, customers, and business partners around the world.

AIA Resources fo r IPD

(Adapted from Integr ated Project Delivery: A Guide, published by AIA National and the AIACalifornia Council, 2007.)

National Institute of Building Sciences, National BIM Standards (NBIMS) Committee

U.S. General Services Administration

The American Institute of Architects

The American Institute of Architects, California Council

Associated General Contractors of America

McGraw-Hill Construction

Construction Users Roundtable (CURT)

Open Standards Consortium for Real Estate

Open Geospatial Consortium

FIATECH

LEAN Construction Institute

National Institute of Standards and Technology (NIST)http://www.bfrl.nist.gov/oae/publications/gcrs/04867.pdfhttp://www.bfrl.nist.gov/oae/publications/nistirs/6389.pdf

OmniClass

Construction Specifications Institute


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Design Build Institute of America (DBIA)

Center for Integrated Facility Engineering (CIFE)

International Alliance for Interoperability (IAI) / buildingSMART Alliance

C.C. Sullivan is a n author a nd communications consultant specializing in ar chitecture and green building.

Originally published in May 2008, Updated March 2009

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Best Practices in Integrated Project Delivery

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