4.5.1 Team setting up strategy
According to the American Institute of Architects (AIA) [41] there are some important aspects that have to be considered when setting up the integrated design team. These aspects are discussed below.
IPD team formation
The integrated design team has to be formed as early as possible. Team members and a team facilitator have to be selected based on their green building design experience. The interests of all team members and other stakeholders have to be acknowledged during team formation.
Accountability of team members
Individual and organisational accountability is not superseded by team collaboration. Roles, responsibilities, and accountabilities of team members have to be defined contractually.
Team location
The integrated team has to be located off-site at a neutral venue that promotes open communication and trust amongst team members.
35 Team leadership
Team members are classified as either primary participants or supporting participants.
Primary participants are team members that have substantial involvement in all project phases. These members are typically the owner, the architect, and the contractor. They are generally electable as team facilitators. Supporting team members generally perform more discrete functions and typically include the primary design consultants and subcontractors.
Team incentives
Project goals are collectively defined by the integrated team. The project reward system is aligned with project success, and rewards are shared amongst team members.
Decision making structure
No single team member should be granted with full decision making authority. Decisions are to be made by collectively considering the inputs from all team members. Depending on the project, a decision making body may be set up to facilitate effective decision making.
Communication system
The IPD process heavily relies on clear and effective communication. The integrated team should, early after formation, agree on the most effective and appropriate communication systems and processes.
Building Information Modelling
BIM is a three dimensional digital model of a building linking all project information. BIM is most effective in assisting with accurate costing, project management, and design
integration.
Compensation
The IPD compensation model is based on the success of the project. The conventional compensation model is based on individual performance and not necessarily linked to the success of the project.
Team member dispute resolution
Disputes in a conventional construction process are contractually managed by means of arbitration or by following a process in the courts. This is generally not in the best interest of the project. Disputes, in an integrated design process, are reduced by the open form of communication amongst team members. Disputes get resolved within the team.
Roles and responsibilities
Part of the integrated design process is that during the pre-design phase more efforts are being made towards resolving potential future problems. This results in the designers being involved in providing an increased service during the pre-design phase. All team members are collectively responsible for ensuring that design integration is performed. A team
36
facilitator assists to ensure that information by the different team members is provided in time. Unlike the traditional design process, no single person is assigned with full decision making- and management authority.
The role of the contractor changes considerably during the IPD process. The contractor is involved during the early design phases of the project to provide cost estimates, phasing schedules, constructability overviews, and pre-fabrication information and production schedules.
The owner, as part of the key decision makers, is involved in deciding on aspects like sustainability goals and the measuring and monitoring of these goals.
Team member responsibilities are discussed in more detail under section 4.8 of the current research document.
Project performance, risk, and accountability
Another concept of the integrated design process is that, to some extent, the roles of team members are blended together. The IPD approach promotes collaboration across all disciplines and professions. All involved participants are therefore sharing the risk of project non-performances. It is essential that risk exposure and the sharing of risks are negotiated between shareholders. Although the concept of shared risks is adopted, specific
accountabilities cannot be substituted by collaboration.
4.5.2 Project goals and goal measurement strategy
Principles, with regard to project goals and the measuring of goals, have to be considered in the IPD strategic plan. The following important aspects are relevant [41]:
Project goals: the owner decides on the project goals. These goals may include
sustainability, operational goals, and the usage of recycled materials, schedules, and quality.
Project cost: project cost budgets, as determined by the owner, should be agreed upon during the project initiation phase. Cost and benefit analyses must be done over the full life cycle of the building.
Defining and measuring project performance: the IPD project plan has to include project sustainability, financial goals, quality and scheduling goals. Goal monitoring and goal measuring systems have to be planned and implemented.
Project scheduling: a major advantage of the IPD process is that construction schedules are reduced. This results from the early involvement of the contractor during the project design
37
phases. Efficiencies with regard to the ordering of materials, construction sequencing, phasing, and quality are increased by integrating these aspects with the building design.
Project quality: design errors and design clashes are reduced by making use of building integration modelling tools. Quality measurement systems should be negotiated and agreed upon during the pre-design phase.
Operational performance: the operational performance requirements and operational measurement systems of the building’s main systems have to be determined during the early design phases. Building operational performance planning has to be evaluated by life cycle assessment.
Sustainability: this should be one of the major goals of a project. Aspects like alternative energy sources and energy reduction, waste management, and water management systems have to be considered. Measurement systems and green building rating systems have to be planned.
4.5.3 Legal aspects
The IPD process also calls for expert legal considerations. The following are some of the aspects that have to be considered upfront [41]:
Contracts: the integrated design process requires different types of contracts. The AIA is currently developing standard forms and contracts to assist parties involved in the IPD process. Without having experience in IPD contractual matters, the setting up of contracts could be a complicated and time-consuming task.
Professional Responsibility: the backbone of the IPD process is team member collaboration.
This does not reduce the professional responsibility of organisations and individuals of professional work performed.
Insurance: Current traditional insurance products do not sufficiently account for the liability and risk models associated with the IPD process. Depending on contractual matters, an integrated design team is likely to be classified as a joint venture. Generally, in the case of joint ventures, liability is shared jointly between venture partners. This means that joint venture participants may be liable for failings of their joint venture partners; e.g. a building contractor may be liable for design errors and the design team may be liable for construction errors. Risk and liability have to be carefully managed through appropriate insurance
contracts and by correct structuring of legal relationship between the different parties.
38