Integrated Project Delivery (IPD) is defined as a project delivery method that could integrate “people, systems, business structures, and practices into a process that collaboratively harnesses the talents and insights of all participants” (AIA California council, 2007b). By the definition, IPD relies on the strong collaboration between the participants in a way that their knowledge and experience can benefit the overall efficiency of the project. The participants of IPD, or member of the Integrated Project Team (IPT), are not only owners, consultants and designers, but also contractors, operators, maintainers and occupants (Keeler & Burke, 2009; Kibert, 2013; Korkmaz, Riley, & Horman, 2010; RSMeans, 2011; U.S. Department of Energy, 2011).
IPD is also different from other types of procurement routes regarding stakeholder relationship and timing of engagement. This approach allows important stakeholders to be involved in the early stage of the project, unlikely in other project delivery approaches where they usually join in project process after the design is partly or entirely completed (El Asmar, Hanna, & Loh, 2013). Therefore, participants’ expertise can add value to project before things are too late to change; for example, the involvement of contractors can boost up the buildability of the construction; or opinions of end-users could help to make design become best-fit with actual purpose.
To build a seamless collaborative team, IDP should be guided by principles of mutual respect and trusts, transparent working processes, open-information sharing, pain and reward sharing, team success aligned with project success, and value-based decision-making (AIA California council, 2007a). In addition, the utilisation of new technologies also a key principle of IPD; digitally based, virtual technologies and Building Information Modelling (BIM) can benefit the team in visualisation and integration of information, and then can support the more effective decision-making and communication processes.
———-
AIA California council. (2007a). Integrated Project Delivery: A Guide. In American Institute of Architects. Retrieved from http://www.aia.org/groups/aia/documents/pdf/aiab083423.pdf
AIA California council. (2007b). Integrated Project Delivery – A working definition. In McGraw Hill Construction. Retrieved from http://www.csa.com/partners/viewrecord.php?requester=gs&collection=TRD&recid=201004B90300712MB
El Asmar, M., Hanna, A. S., & Loh, W. (2013). Quantifying Performance for the Integrated Project Delivery System as Compared to Established Delivery Systems. Journal of Construction Engineering and Management, 139(11), 1–14. https://doi.org/10.1061/(ASCE)CO.1943-7862.0000744.
Keeler, M., & Burke, B. (2009). Fundamental of Intergrated design for sustainable building. New Jersey: John Wiley & Son.
Kibert, C. J. (2013). Sustainable Construction: Green Building Design and Delivery. 2nd ed. New York: John Wiley & Son.
Korkmaz, S., Riley, D., & Horman, M. (2010). Piloting evaluation metrics for sustainable high-performance building project delivery. Journal of Construction Engineering and Management, 136(8), 877–885. https://doi.org/10.1061/(ASCE)CO.1943-7862.0000195
RSMeans. (2011). Green Building: Project Planning & Cost Estimating (3rd ed.). Hoboken, New Jersey: Wiley & Sons.
U.S. Department of Energy. (2011). Integrated Building Design Critical to High-performance hospitals – Building technologies program.