The risk/reward parties: IPD contracts have a common risk/return component based on the financial result of the project. Signatories and other risk/return partners agree to jeopardize their profits in exchange for a guarantee of their costs and common savings if the project goes well. These companies agree to be reimbursed on the basis of transparent costs, plus overhead and profits. Integrated project deployment teams are contractually bound differently from conventional design/bid/build, cm-at-risk and design/construction agreements. The typical IPD agreement includes the primary construction company, the principal builder and the owner in a single contract for a single dollar value. The contract defines the responsibilities of the designer, contractor and owner, but also indicates that the success of the project delivery is the responsibility of all three. Integrated Project Implementation (IPR) is a solution for construction projects that requires all stakeholders (people, systems, structures and business practices) at all stages of design, manufacturing and construction.  The DPI brings together ideas from integrated practices and Lean Construction. The objectives of the DPI are to increase productivity, reduce waste (waste called resources for activities that do not add value to the final product), avoid time overruns, improve the quality of the final product and reduce conflicts between owners, architects and contractors during the construction period.  The DPI focuses on the use of technology to facilitate communication between parties to a construction process. This article is the second in a series of 3 sections devoted to the integrated implementation of the project. The first contribution focuses on IPR agreements (contracts), this contribution focuses on the IPD as a lean operating system, and the latest contribution focuses on culture. Given the recent hype surrounding the success of the IPD and many large owners who want to pilot their first IPR projects, what exactly is the integrated presentation of the project? In this series, Integrated Project Delivery is studied as a contract, a lean operating system and a culture of transformation.
Integrated projected delivery can be extremely powerful if the right deal is made. The key to harnessing the potential of an Integrated Deployment (IPR) company lies in the use of the consensus agreement. This collaboration software optimizes the flow of documentation, communication and workflow to ensure that everyone works from a “version of the truth.” The collaboration software allows users in different locations to keep all communications, documents and drawings, forms and data, among other types of electronic files, in one place. Version control is assured and users can view and mark files online without the need for native software. Technology also builds project confidence and reduces risk through integrated audit trails. Signatory: The contract is still signed by the owner, Lead Designer and Lead Builder. Some owners choose to have more than 3 signatories to the agreement, which attracts other design and trade partners as key signatories. If the other parties are not signatories, they are usually awarded under one of the main signatories and the language is inserted into the sub-contract to bind them under the IPD master`s agreement.
A subsequent blog post will examine the pros and cons of tripartite counter-poly agreements (more than 3 signatories). One of the main criticisms of the DPI is the lack of mention or effort to integrate project safety and staff well-being into the methodology.