IPD is a project delivery approach that integrates people, systems, business

structures, and practices into a process that collaboratively harnesses the talents
and insights of all participants. This approach was developed to optimize project
results, increase owner value, reduce waste, and maximize efficiency through all
phases of design, fabrication, and construction.

This is a contractual arrangement among an owner/project manager, constructor and

design professional that aligns business interests of all parties. IPD is more than
just a contractual vehicle, but a collaborative approach to delivery where there’s
mutual trust between the team members and inefficiencies are avoided.

IPD projects share a common theme around collaboration, focused on a team mentality
backed by an agreement. IPD contracts are built to bring teams together through the
challenges they face. Although there are ways to be successful through trials in a
collaborative delivery model, the IPD contract is built to prevent a team from
sliding off track. The IPD structure creates an environment of open communication
and establishes chain of command

In an IPD project, the contract clearly defines the roles and responsibilities of
each party and outlines how the parties will work together to get the project done.
The risks of the project are shared, and so are the rewards, so it’s in the best
interest of each party to ensure that they hold up their end of the deal.

In an integrated project delivery where the key players: owner, designer and
builder; all share a team mentality and collaboration backed by contractual
agreement, project results are optimized better. If the roles of these stakeholders
are clearly defined and consolidated, the project risks are shared and efficiencies
if not avoided, are less encountered. They come together as a team, with each
member holding up their end of the deal and thus elevating the quality of the
project. And such collaborative process where the strengths of the individuals are
leveraged allow them to make more informed decisions, greater innovation and value
engineering, and lesser waste of resources due to change orders. Up-front teamwork
increases transparency, communication and maximizes efficiency throughout the
project cycle as conflicts and constraints are easily identified from the get-go.

Despite the presented benefits, such relationship also poses risks and even more
so, legal concerns in some cases. Individual performance may affected the entirety
of the team and the project at hand. Underperformance of a stakeholder has a ripple
effect and may end up compromising the timeline and project delivery altogether.
Consensus decision making demands greater time commitment from the team members and
is not time-effective as it can slow down the overall processes. Underlying
agreements, roles and responsibilities must be drafted carefully in a well-written
contract so as to avoid the risks from outweighing the benefits such relationship
can render to the project.