AIA MBA NAIOP CPD Presentation FINAL.pptx [Read-Only]€¦ · – AIA/MBA Joint Committee Task...
Transcript of AIA MBA NAIOP CPD Presentation FINAL.pptx [Read-Only]€¦ · – AIA/MBA Joint Committee Task...
One Project
The Benefits of Collaborative Project Delivery
Your Logo
A dAgenda
Why is Collaborative Project Delviery Important?22
11 The AIA/MBA Joint Committee
Collaboration in Project Delivery Systems
Case Studies
55
44
33
Resources
Strategies for Owners
Discussion
77
66
55
Your Logo
The AIA/MBA Joint Committee
Why is Collaborative Project Delviery Important?22
11
Collaboration in Project Delivery Systems
Case Studies
55
44
33
Resources
Strategies for Owners
Discussion
77
66
55
Your Logo
The AIA/MBA Joint CommitteePromoting Collaboration
Chartered in 1965, the AIA-MBA Joint Committee provides a unique forum for
Promoting Collaboration
Committee provides a unique forum for Architects, General Contractors and Owners to meet and discuss existing conditions of the gconstruction industry.
As a result of this forum, a set of guidelines was created to reflect the best practices for procedures involving drawings andprocedures involving drawings and specifications, bidding, contract documents and administrative procedures during
t ticonstruction.
Why is Collaborative Project Delviery Important?22
11 The AIA/MBA Joint Committee
Collaboration in Project Delivery Systems
Case Studies
55
44
33
Resources
Strategies for Owners
Discussion
77
66
55
Your Logo
Collaborative Project Delivery Why is it important now?
• Fragmentation in traditional delivery
Why is it important now?
systems causes poor performance
Collaborative Project Delivery Why is it important now?
‘Ours is the only trillion
Why is it important now?
dollar industry in the history of the world in which misguided owners demand processes that increase cost and reduce quality.’
The Owner’s Dilemma, 2010Barbara White Bryson with Canan Yetmen
Collaborative Project Delivery Why is it important now?Why is it important now?
Collaborative Project Delivery Why is it important now?
• Complexity of Projects
Why is it important now?
Collaborative Project Delivery Why is it important now?
• Environmental Sustainability
Why is it important now?
Collaborative Project Delivery Why is it important now?
• Information Management Tools Require It
Why is it important now?
Adapted Autodesk Diagram
Why is Collaborative Project Delviery Important?22
11 The AIA/MBA Joint Committee
Collaboration in Project Delivery Systems
Case Studies
55
44
33
Resources
Strategies for Owners
Discussion
77
66
55
Your Logo
Collaborative Project Delivery Project Delivery Systems
• The Traditional Fragmented Process
Project Delivery Systems
Design Construction
Collaborative Project Delivery Project Delivery Systems
• Boundaries are Beginning to Blur
Project Delivery Systems
Design Construction
Collaborative Project Delivery Project Delivery Systems
• No “Pure” (or Perfect) Delivery Systems
Project Delivery Systems
“IPD”
Design/Build
CM Advisor
CM at Risk
Design Construction
Design/Bid/Build
Collaborative Project Delivery Project Delivery Systems
• Key Principles of Integration/Collaboration
Project Delivery Systems
Behavioral
•Mutual Trust &
Organizational
• Strong Leadership
Contractual
•Mutual Risk and Respect
•Open Communication
•Willingness to Collaborate
g p• Jointly Developed Goals
•Appropriate Technology (BIM) & Other Tools
Reward• Financial Incentives Tied to Goals
• Early Key Participant InvolvementCollaborate
•Collaborative Innovation
•Collaborative Decision Making
Other Tools• Intensified Planning•Co‐Location
Involvement•Multi‐Party Contracts• Liability Waivers• Fiscal Transparency
Collaborative Project Delivery Project Delivery Systems
• Delivery Method by Procurement Option
Project Delivery Systems
Less Collaborative More CollaborativeMatrix Courtesy of AGC Project Delivery Systems for Construction - Michael E. Kenig
What is it?Project Delivery Systems
• All Else Fails Without Trust
Project Delivery Systems
Why is Collaborative Project Delviery Important?22
11 The AIA/MBA Joint Committee
Collaboration in Project Delivery Systems
Case Studies
55
44
33
Resources
Strategies for Owners
Discussion
77
66
55
Your Logo
Collaborative Project Delivery Case StudiesCase Studies
Cardinal Wuerl North Catholic High SchoolProject CostProject Cost
$43,283,000
Project ScheduleDesign: 1/2011 - 4/2012
Construction: 5/2012 - 1/2014
Project Delivery MethodDesign Bid Build
Contract TypeContract TypeAIA
Construction Manager AdvisorCampayno Consulting Services
Architect of RecordAstorino
General Contractor/Lead ContractorMascaro Construction CompanyMascaro Construction Company
Collaborative Project Delivery Case StudiesCase Studies
Cardinal Wuerl North Catholic High SchoolMajor Impetus for Higher Levels of Collaboration:Major 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•Open Communication•Willingness to Collaborate
• Organizational•Strong Leadership•Early Jointly Developed Goal Definition•Appropriate Technology and other Implementation Tools•Co-locationCo ocat o
• 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
Collaborative Project Delivery Case StudiesCase Studies
UPMC Clinical LabProject SizeProject Size
Renovation: 133,000 sf
Project Cost
Project: $38 Mj
Project Schedule
17 months
Project Delivery Methodj y
Negotiated / CM-at-Risk
Contract Type
AIA A133 (GMP)
Team
Massaro
Perkins Eastman
Collaborative Project Delivery Case StudiesCase Studies
UPMC Clinical LabMajor Impetus for Higher Levels of Collaboration:Major 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 periodprogram scope was accomplished within delivery time period
Collaborative Principles Used
• BehavioralM t l T t d R t
Outcomes/Keys to Success
•Project done on schedule and close to original budget d it li ti t ti d h d t i ti•Mutual Trust and Respect
•Open Communication•Willingness to Collaborate
• Organizational•Early Jointly Developed Goal Definition
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•Intensified Planning
•Appropriate Technology and other Implementation Tools
• Contractual•Early Involvement of Key Participants
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
y y p•Fiscal Transparency
Collaborative Project Delivery Case StudiesCase Studies
Bechtel MRTC & A6 BuildingsProject CostProject Cost
$15.4 Million
Project ScopeTo deliver two mirror image office buildings on
Separate, adjoining parcels of land
Project ScheduleDesign: August 2, 2012 – May 3, 2013
Construction: February 1, 2013 – April 24, 2014
Project Delivery MethodDesign-Build
Contract TypeBechtel’s Standard D-B Purchase Order
General Contractor/Lead ContractorDCK Worldwide
Architect of RecordArchitect of RecordParadigm Architecture/Michael Baker, Inc.
Collaborative Project Delivery Case StudiesCase Studies
Bechtel MRTC & A6 BuildingsMajor Impetus for Higher Levels of Collaboration:Major 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 withOwner has historically been viewed as a very difficult owner and wanted to change their reputation with
contractors.
Collaborative Principles Used
B h i l• Behavioral•Open Communication •Willingness to Collaborate•Mutual Trust and Respect
• 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)Early Key Participant Involvement (MEP Subs were part of the team before the RFP was released)•Financial Incentives Tied to Goals•Fiscal Transparency
Outcomes/Keys to Success
Collaborative Project Delivery Case StudiesCase Studies
Cleveland Clinic Marymount Hospital Surgery ExpansionProject SizeProject Size
Addition: 43,965 sf - Renovation: 29,458 sf
Project Cost
Project: $45 M - Construction: $27.5 Mj
Project Schedule
Design: 2008 - 2010
Construction: Nov’10 – March’12 (Addition) & May’13
(Renovation)
Project Delivery Method
CM with Design Assist Partners and Lump Sum Bidders
Contract Type
Separate Contracts between Owner/Architect/CM with a
performance charter
P tPartners
Cleveland Clinic – Bostwick Design Partnership – Karpinski
Engineering – Turner Construction
Collaborative Project Delivery Case StudiesCase Studies
Cleveland Clinic Marymount Hospital Surgery ExpansionMajor Impetus for Higher Levels of Collaboration:Major Impetus for Higher Levels of Collaboration:
• Maintaining Budge and Schedule• Reduced RFI’s and Changes• Reduced Risk for Owner Based on Prior Project
ExperiencesExperiences
Collaborative Principles Used
• Behavioral
Outcomes/Keys to Success
•Only 34 RFI’s in first 9 Months•Mutual Trust and Respect•Open Communication•Willingness to Collaborate•Collaborative Innovation and Decision Making
• Organizational
•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)g
•Strong Leadership•Early Jointly Developed Goal Definition•Intensified Planning •Appropriate Technology and other Implementation Tools
• Contractual
p ( g )•User surveys indicate an increase in quality (environment, amenities, etc.)•Strong owner leadership
•“Owner Controlled Team Project Delivery”• Contractual
•Mutual Benefit and Reward (and Risk)•Financial Incentives Tied to Team Goals•Early Involvement of Key Participants•Fiscal Transparency
Why is Collaborative Project Delviery Important?22
11 The AIA/MBA Joint Committee
Collaboration in Project Delivery Systems
Case Studies
55
44
33
Resources
Strategies for Owners
Discussion
77
66
55
Your Logo
Collaborative Project Delivery Strategies for OwnersStrategies for Owners
Teamwork on the AGENDATeamwork on the AGENDA
Confirming RFI’s ONLYConfirming RFI s ONLY
Job Site OFFICEJob Site OFFICE
Team Environment SURVEYTeam Environment SURVEY
Increased TRANSPARENCYIncreased TRANSPARENCY
Collaborative Project Delivery Strategies for Owners
Teamwork on the AGENDA
Strategies for Owners
Collaborative Project Delivery Strategies for OwnersStrategies for Owners
Confirming RFI’s Only
As discussed, …
Collaborative Project Delivery Strategies for OwnersStrategies for Owners
Job Site OFFICE
Collaborative Project Delivery Strategies for OwnersStrategies for Owners
SH Team Scorecard: March 2012SH Team Scorecard: March 2012Team Environment SURVEY
4.36
4.55
Communication
Acknowledgement of Issues
4.36
4.55
Communication
Acknowledgement of Issues
4.09
4.27
Timely Resolution
Cooperation
4.09
4.27
Timely Resolution
Cooperation
4.55
4.45
Accountability
Teamwork
4.55
4.45
Accountability
Teamwork
4.55
4.55
Trust
Respect
4.55
4.55
Trust
Respect
0 1 2 3 4 5
Survey Rating
0 1 2 3 4 5
Survey Rating
Bi-monthly team surveys
Collaborative Project Delivery Strategies for OwnersStrategies for Owners
Increased TRANSPARENCY
Why is Collaborative Project Delviery Important?22
11 The AIA/MBA Joint Committee
Collaboration in Project Delivery Systems
Case Studies
55
44
33
Resources
Strategies for Owners
Discussion
77
66
55
Your Logo
Why is Collaborative Project Delviery Important?22
11 The AIA/MBA Joint Committee
Collaboration in Project Delivery Systems
Case Studies
55
44
33
Resources
Strategies for Owners
Discussion
77
66
55
Your Logo
Collaborative Project Delivery Resources
• Books – Broken Building Busted Budgets by Barry B. LePatner
The O ner’s Dilemma b Barbara White Br son
Resources
– The Owner’s Dilemma by Barbara White Bryson– The Commercial Real Estate Revolution by Rex Miller
• American Institute of Architects ResourcesAIA Center for Integrated Practice: http://network aia org/centerforintegratedpractice/home/– 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/AIAS076706The Business Case for Trust:– 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.mbawpa.org/aia-mba/best-practices-guides.aspThe guide was updated last year 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
Collaborative Project Delivery ResourcesResources
Collaborative Project Delivery ResultsResults
Cost Growth (%)654
4.84
3.34
Schedule Growth (%)654
4.44
Quality
14.7 16.1 15.62015
3210
2.373.34
3210 0 0
1050
Key: DBB - Design Bid Build (Plan/Spec)D/B Design/BuildD/B - Design/BuildCM@R - Construction Management at Risk
CII Penn State UniversityCII – Penn State UniversityResearch Study of Project Delivery for 351 ProjectsSummary of Principal Metrics