“Motivation and Means: How and Why IPD and Lean Lead to Success”, co-sponsored by the Integrated Project Delivery Alliance, explodes several myths about Lean and IPD.
Myth #1: Delivery matters less than choosing the right people; behaviors can’t be dictated by a contract. You won’t get the A Team every time, but you can still foster positive behavior, says principal author Renée Cheng, PhD, AIA, Professor, School of Architecture, University of Minnesota. Think through which players you want on your team, how to create the right culture, and how to get rid of nonperformers.
Myth #2: IPD contracts are too complicated, Lean tools are too rigid. IPD and Lean are “a lot more flexible than people think,” says Cheng. Investing the time up front for designing your IPD and Lean procedures can pay off in huge ROI. Teams also vary in how they use IPD and Lean. It’s not as rigid as commonly believed, she says.
Myth #3: IPD only works on large complex healthcare projects. Teams new to IPD and Lean are at a disadvantage. Cheng says there’s no evidence that small projects cannot benefit from using an IPD and Lean. Moreover, you can have a team that’s new to IPD, or one that has half its team members experienced in IPD and Lean, and both can still work, she says.
Myth #4: Owners aren’t getting best value; or, owners are getting value but the team is not making a profit. Cheng says it’s hard to get at “pure results” for owners because “it usually depends on how well the owner sets the cost and schedule targets.” The research did show that 100% of owners in the study said their IPD/Lean projects met or exceeded expectations.
In terms of meeting schedule, some teams were just a bit over, a number were under. Similarly, with regard to budgets, one project team went over, some were at budget, a number were under.
As for profitability, Cheng says some project teams have reported making 20-30% more in an IPD than under a non-IPD. “I did see teams working collectively with the owner to determine a target cost, and this drove the original allowable cost way below market, and the profit was distributed.”
Myth #5: IPD and IPD-lite are essentially the same; financial incentives and release of liability are no big deal. Cheng says the behavior is “strikingly different” between those who have skin in the game and those who do not. “Those in the signatory pool behave much more collaboratively, there’s a lot more fluidity in how they’re willing to trade scope, and they’re much more willing to call out behavior that’s not productive.”
Finally, there’s a lot more “fun and enjoyment” in true IPD projects, says Cheng—“a lot more time being spent on positive things. It’s very positive and collaborative.”
Related Stories
Contractors | Apr 9, 2018
Tech Report 5.0: Smart(er) Jobsites
Real-time construction analysis, just-in-time materials delivery, digital production planning systems—these are just a few of the novel approaches construction firms are implementing to take control of their jobsites.
Market Data | Apr 2, 2018
Construction spending in February inches up from January
Association officials urge federal, state and local officials to work quickly to put recently enacted funding increases to work to improve aging and over-burdened infrastructure, offset public-sector spending drops.
Contractors | Mar 27, 2018
Shawmut Design and Construction’s burgeoning L.A. office looks to hospitality and interiors for future growth
A new division also taps the luxury homes market.
Contractors | Mar 6, 2018
Skender revolutionizes how the industry builds, integrates design, construction, and manufacturing
Envisioning a radically more efficient future for the building industry, Skender announces its expansion beyond construction, becoming a vertically integrated company including construction, design and building component manufacturing functions. The expansion includes significant investment in the launch of a new Chicago-based advanced manufacturing subsidiary and the acquisition of the boutique design firm Ingenious Architecture.
Multifamily Housing | Mar 4, 2018
Katerra, a tech-driven GC, plots ambitious expansion
Investors flock to this vertically integrated startup, which automates its design and construction processes.
Office Buildings | Feb 13, 2018
Office market vacancy rate at 10-year low
Cautious development and healthy absorption across major markets contributed to the decline in vacancy, according to a new Transwestern report.
Contractors | Feb 2, 2018
Construction employers add 36,000 jobs in January and 226,000 over the year
Industry employment is most since August 2008 As unemployment rate falls sharply.
Healthcare Facilities | Feb 1, 2018
Early supplier engagement provides exceptional project outcomes
Efficient supply chains enable companies to be more competitive in the marketplace.
Industry Research | Jan 30, 2018
AIA’s Kermit Baker: Five signs of an impending upturn in construction spending
Tax reform implications and rebuilding from natural disasters are among the reasons AIA’s Chief Economist is optimistic for 2018 and 2019.
Market Data | Jan 30, 2018
AIA Consensus Forecast: 4.0% growth for nonresidential construction spending in 2018
The commercial office and retail sectors will lead the way in 2018, with a strong bounce back for education and healthcare.