The use of integrated project delivery (IPD)and related integrated forms of agreement (lFOA) have offered a new opportunity within the Architecture, Engineering, and Construction industry to optimize the delivery of projects through early integration and the sharing of risk and reward on projects. While many of the concepts for how to gain this value are not new, some being shared with design-build deliveries or others through lean process concepts, the combination and synergies from pulling these together to facilitate a single project have surprised the industry. This paper will explore how well these ideas and concepts transplant from a true IPD project employing a multi-party IPD contract to a project with a less integrated contract structure but with the same ideals and team processes being utilized in a design-assist approach. The two comparison projects are both healthcare projects with aggressive goals, and leaders from both the design and construction sides for the design-assist project have been involved in IPD projects. The paper found that when only half of the IPD elements are applied, and without the contract structure, only one third of the behavioural benefits were identified on the IPD-like project.
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