Last month, this column focused on just one aspect of a successful project: integrated design. However, to produce a truly successful project, it is important to carry the philosophy of integrated design forward and expand it into integrated delivery.
There are distinct differences between integrated design and integrated delivery. The process of integrated design is confined to the design team, while integrated delivery encompasses the entire team: designers, engineers, suppliers, contractors and the owner. Each integrated team member is brought onto the team early in the design process, providing valuable input from suppliers and contractors before the design really begins. This enables constructability to become a part of the design process rather than a validation at the end of design, and ensures all items are vetted for both schedule and cost early in the process.
To illustrate how integrated delivery works, let’s consider a businessman who has decided to have an office built to suit. Other than some minor home renovations, he has never been involved with a construction project before. He has always been concerned with environmental issues, and he knows that his client base makes spending decisions with companies that share his organization’s social and environmental views. Sustainability will be a key focus in the development of his new space, but he is not sure where to begin.
In a traditional delivery model, the owner would start the process by seeking the advice of an architect. The selection of this person or firm might be based on friendships, business relationships, word of mouth or a competitive process. Once selected, the architect will recommend and/or select the various design team members needed for the project. This selection process varies among firms and is dependent on the type of the project, size of the project, speed-to-completion rate and in-house capabilities. The amount of input the owner has in the team selection will vary and can range from no involvement at all to providing input on each decision.
Once the design team has been selected, the members will set out and perform their work, which will culminate in a set of drawings and specifications that will be used to solicit priced proposals from contractors. While this traditional delivery model has a proven track method, when starting out on a project that has a goal to achieve some recognizable sustainability goal, it can be beneficial to move away from this type of model and seek something more applicable to the unique circumstances of the project.
Before starting the team selection process, take a step back and prepare a list of things that can be used to define the success of the project. Choose items that, either by themselves or in combination with one another, create the best possible building at project completion. Take the time to think of all of the space and amenities needed. Talk to employees to find out what could make them more productive and satisfied with their workspace. Talk with peers and local lending institutions to help determine what a realistic budget might be for the type of space. Walk around the existing office space to identify what works well and what should be changed to improve comfort and output.
All of these things might seem to be logical first steps, but often times, a person with little to no experience needs someone to help them through this process. While seeking the advice of professionals is a good idea, selecting team members before defining what would make the project successful isn’t advised. One reason is that everyone has their own definition of what a successful project looks like. If the assistance of a professional is needed to help with the discovery stages of a project, hire that person or firm for only that.
The rationale behind limiting early services to the discovery stage is so that the information gathered during that phase can be used by the owner for several distinct purposes. Consider formulating a list of criteria detailing the specifications of a successful project. This documentation can be used as a catalyst for evaluating how prospective team members might be able to help meet, or even exceed, project goals. It also serves as a great baseline to determine whether project goals were achieved and if the project team members delivered on their promises.
Another useful piece of advice owners should keep top of mind is to not be afraid of selecting individual team members instead of a packaged team. Team members often have talents in one aspect of project delivery, but may lack in others. An example might be that an architect is stellar in conceptual design but lacks in management ability. It might be that a firm can perform both mechanical and electrical design in house, but its strength lies in electrical more than mechanical. The point is, sometimes it is better to make the effort to assemble a team of individuals or firms who are extremely talented in one aspect of project delivery and limit their scope to those talents instead of asking them to do something they are not the most qualified to complete.
That’s why it’s important to make a list before starting on a project. The return on the time invested to ensure that the right team members are selected, and that each is solely responsible for the tasks that align with their talents, will be well worth it in the long run.
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Thomas Taylor, a 30-year veteran of the construction industry and noted expert on sustainability, is a principal and co-founder of St. Louis-based Vertegy. His book, “Guide to LEED 2009: Estimating and Preconstruction Strategies,” provides step-by-step information about the LEED 2009 for New Construction process. To learn more about Vertegy or Taylor, visit www.vertegyconsultants.com.