Whether we’re talking about real estate, eminent domain or
construction, important distinctions exist with commercial property, in terms
of use, zoning, legal issues and project size and scope and more. Trends in
demographics, technology, environmental concerns and economic fluctuations affect
the entire construction industry, but the commercial market has unique
challenges. Commercial builders have to move quickly to adapt and keep up with
the times, moving in a different space, one where larger trends and subtle
influences are important factors to determining how goals should be set and met.
While a discussion about something as expansive as the commercial construction
industry can seem abstract, industry professionals are aware that a large part
of their work is managing risk, which is a very real objective. What tools do
commercial developers have to mitigate risk and maximize efficiency? One
approach gaining steam in commercial construction is IPD, Integrated Project
Delivery. A brief discussion of IPD follows here.
What is IPD?
Integrated Project Delivery (or "IPD") is a project management method that
emphasizes collaboration and communication over a more common “oppositional” approach
– IPD has been described as a “shared
risk/reward model”. It’s also an
approach that requires participants to come into a project as early as
possible, and then stay on, rather than a more traditional approach where a
project comes together in a more piecemeal fashion. IPD arose out of a need to
implement a project management approach that could be more cost-efficient, less
wasteful and a better way to manage risk, during
a challenging time for the industry.
What Makes IPD Different?
It shouldn’t come as a surprise to any commercial developer, or anyone who runs a business of any kind,
that working relationships are an important factor in the successful resolution
of projects, large and small. In the construction industry however, because the
investments of time and resources are so large, sharp divisions have
traditionally existed between parties in order to control risk on all sides.
IPD challenges this approach on the basis that cooperation is a more effective
method to meeting goals, including timing and budgetary considerations. While
IPD offers a framework for closer collaboration, there is a perceived
difference in “natural” business relationships that we are used to seeing arise
among participants in a project or working in the same industry. When examining
IPD, more of a top down approach, the roles of each party appear less rigid. In
the construction industry, most have come to the understanding that the key to
a successful project may be found in a course of action that
aims to reduce claims and disputes. In terms of carrying out a plan, we’re
accustomed to relationships that develop organically as a result of working
side-by-side, but while protecting the interests of the parties with
traditionally defined roles. IPD, as the name implies, offers a
more integrated approach. Integrated Project Delivery seems to fly in the face
of how we are used to seeing risk management in construction. There is
certainly hesitation among those in the industry that new modes of project
management are riskier precisely because roles
are less sharply defined.
What are the realistic implications of IPD for the
Construction Industry?
As one could infer, IPD is very closely connected to the
rise of technology in general, and as it applies to construction and design in
particular. The idea that collaboration could be achieved in a meaningful way
on a construction project of any size is dependent on easy and quick access to
information. The ability for various parties to work towards one goal rather
than their own portion of the job is made possible by mobile
apps and design programs that were created with the purpose of providing a
“big picture” to participants with current data available to all who may need
it. As I’ve
written previously on this blog, construction is an industry that could
take more time than others to adopt new technology, so there are some potential
barriers to new developments such as IPD, to the extent that its place in the
industry is tied to the acceptance of other technological advancements. Although IPD does appear to offer the
construction industry some important benefits, concerns
about drastic changes to familiar systems and methodology loom large. In
other words, because of the nature of the industry, construction responds to
attempts to increase productivity and lower costs with a measured approach, for
fear that the opposite may happen. As
usual, it appears that with IPD, as with most new ideas in construction, we’ll
be taking it slow.
