Integrated Project Delivery for AEC Sector: Technical Report and Feasibility Assessment

This paper discusses and analyses all the available project management theories and practices in the construction industry and examines the adoption, implementation and deployment of an Integrated Project Delivery system for the client. It also assesses the limitations to applying IPD in Construction project and provides procurement options for the client.

Running head: INTEGRATED PRACTICE FOR THE AEC SECTOR
Integrated Project Delivery
TECHNICAL REPORT and PROJECT FEASIBILITY ASSESSMENT
Name of the Student
Name of the University
Author note

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INTEGRATED PRACTICE FOR THE AEC SECTOR
Executive Summary
In this paper, the first part has discussed and analysed all the available
project management theories and practices in the construction industry and the
second part of this project has examined and composed a structured technical report
focusing on the adoption, implementation and deployment of an Integrated Project
Delivery system for the client.
It has been found that Integrated Project Delivery is a new and updated
Project Delivery system in Architecture Engineering and Construction industry that is
based on the information and operational integrity of the involved stakeholders. It
has been also found that the client should clearly state if they are planning for
keeping that particular plot intact or they are planning for complete dissembling of
the existing structure to start the new construction.

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INTEGRATED PRACTICE FOR THE AEC SECTOR
Table of Content
Introduction...................................................................................................................4
Part B1:.........................................................................................................................5
Integrated project delivery Relation with integrated practice....................................5
Strength and Weakness of IPD in AEC participants.................................................6
IPD adaptation in Canada and Example projects.....................................................7
Relationship between BIM and IPD for project delivery...........................................8
Assessment of the limitations to applying IPD in Construction project....................9
Part B2:.........................................................................................................................9
Procurement options for client..................................................................................9
Strength and Weakness of methods.......................................................................10
Risk Assessment.....................................................................................................11
Summary.................................................................................................................13
SWOT analysis of the project.................................................................................13
Feasibility Assessment...........................................................................................14
IPD plan for Proposed project.................................................................................15
Conclusion and recommendation for owner:..............................................................17
Reference:..................................................................................................................19
Appendices:................................................................................................................22
Appendix 1: Project Schedule.................................................................................22

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INTEGRATED PRACTICE FOR THE AEC SECTOR
Introduction
In Architecture, Engineering and Construction project thee major factors are
essential that includes the delivery management, procurement management and
contractual policies. This paper will focus on the delivery management as well as the
procurement management system while comparing all the available methods and
their utility (Walker, 2015). The major stakeholders in a construction project are the
owner, Architect, project leaders, Engineers, Contractors, Vendors and end user.
The responsibilities of all these stakeholders in a constructional project will be
analysed supported b different project development and implementation theories.
The paper has two deeply interconnected parts. The purpose of the first part
of this paper is to discuss and analyse all the available project management theories
and practices in the construction industry. In this part the application of IPD in AEC
industry will be critically analysed. The adaptation of this new project delivery policy
in Canadian construction business will be critically assessed with practical examples.
The purpose of the second part of this project is to research and compose a
structured technical report focusing on the adoption, implementation and deployment
of an Integrated Project Delivery system for the client for a “proposed” project. In this
part the SWOT analysis and the feasibility analysis of the project proposed by the
client will be analysed. The project schedule for this proposed construction project
will be developed through Microsoft Project Management software and will be
attached with this document.

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INTEGRATED PRACTICE FOR THE AEC SECTOR
Part B1:
Integrated project delivery Relation with integrated practice
In Construction management and Building industry different contractual
policies, project development and execution procedures are available. Integrated
Project Delivery is a new and updated Project Delivery system in Architecture
Engineering and Construction industry that is based on the information and
operational integrity of the involved stakeholders (Fewings, 2013). The major
stakeholders in a construction project are the owner, Architect, project leaders,
Engineers, Contractors, Vendors and end user. In traditional project delivery process
each stakeholder has the access on individual phase of the project development in
different timeframe. It restricts the holistic approach with better integration system
within the development and increases the risk factors and loop holes. On the other
hand Integrated Project delivery system all stakeholders are involved in the project
development under a single contract (Mesa, Molenaar & Alarcón, 2016). In this new
project delivery system, all stakeholders of a project have to interact with each other
from the initial phase of the project and have executed the project plan in a
collaborative structure.
The Integrated Practice refers the project planning, execution and delivery
practice of a construction business that ensures the information and operational
integrity from the proposal to final delivery stage. Therefore, Integrated practice a
industrial implication of Integrated Project Delivery. The major phases in integrated
practice of IPD are Requitement analysis, Designing conceptualised presentation,
Integrated Auditing, Detailed Designing, Documentation Review phase, Buyout
phase, Construction phase, Closeout phase and Facility service management phase.

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INTEGRATED PRACTICE FOR THE AEC SECTOR
Through Integrated Practice any organisation or industry can reduce the overall
operational cost and time while eliminating potential risk factors (Azhar, Kang &
Ahmad, 2014).
Strength and Weakness of IPD in AEC participants
The Integrated Project Delivery system is utilisable by different independent
industries such as, manufacturing, Construction, Automobile, Information
Technology and others. Each individual industry experiences different set of strength
and weakness after applying the Integrated Project Delivery system (Jung et al.,
2012). Therefore, in AEC industry with major advantages the IPD has some
significant disadvantages as well.
When it comes to explaining the bright side of utilising IPD, Cost and Time
efficiency are the two major advantages that keep motivated the business
organisation to handle complex and resource consuming project. Involving all the
stakeholders from the initial stage allows better vision and assessment capabilities
that enable the project team to eliminate maximum number of potential risks. It
makes the project plan more firm and feasible (Jones, 2014). At the same time, IPD
can also improve the sustainability of the project though the environmental impact
assessment and waste management system.
The major challenges that AEC industry often faces during utilising IPD is the
need of incontinent and highly efficiency communication system. Communication is
the soul of any integrity management; therefore a construction company has to
invest on communication system to ensure effective and flexible interaction. Apart
from that, the process of utilising the IPD system usually becomes burden on small
or simple construction projects. The IPD is a effective system for solving complex

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INTEGRATED PRACTICE FOR THE AEC SECTOR
pathway of medium to large size construction project. Integrity Delivery practice
requires collaborative engagement of all stakeholders which sometime makes
additional burden on the stakeholders to make themselves available for any phase of
the project development.
IPD adaptation in Canada and Example projects
While the AEC industry of US making radical transformation towards
sustainable approach of Integrated Project Delivery, Canadian Industry is adapting
this new method relatively slowly in their delivery and development practice. Some of
the core reasons behind this lack of pace are low enthusiasm to improve existing
practice, lack of driving force from clients, lack of well trained and experienced
professionals (Ilozor & Kelly, 2012). Arguably in the education system of Canada
AEC education program lacks some parts essential for IPD. However, recently
some AEC organisations are taking opportunity to utilise integrated practice within
their project plan and delivery system through IPD. Canadian construction projects
are currently using the IPD delivery model through a hybrid contract inspired from
US AEC industry. The new Canadian contract for IPD has been named CCDC-30
(Suprapto et al., 2015).
The First IPD Construction project in Canada was developed in 2012, a Five
Hills Health Regional Hospital in Moose Jaw, Saskatchewan. This lean contraction
approach had successfully used BIM or Business Information Modelling technology
as their core platform of operation. In 2013 only five IPD project was developed in
Canada, while in 2017 more than 10 new designs are under development with IPD
module. Therefore, it is expectable that within 2020 the number of IPD project in
Canadian AEC industry will cross the number 20. Peter Kiewit Sons, Hatch and

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INTEGRATED PRACTICE FOR THE AEC SECTOR
Systra International Bridge Technologies are executing the Third Crossing Project in
Kingston, Ontario through utilising the IPD management. The integrated operations
of all project partners are requiring CA$180million to deliver the construction
completely within the end of 2019 (Suprapto et al., 2018). Kiewit project director
Mark Mallett said that it is their first successful implementation of IDP in Canada and
they are expecting more in next few years.
Relationship between BIM and IPD for project delivery
BIM or Building Information Design is a 3d computer based graphical
modelling system built specially for constructional, architectural and civil engineering
modelling. This graphical modelling engine was first developed in 1984 and utilised
by many designers in designing phase of a construction project. Along with the
revolution of digital technology and dynamic software utility BIM has taken many
updates (Hwang & Ng, 2013). Now IBM is an autonomous constructional designing
and planning system capable of estimating cost, duration, requirements of a
constructional project while equally contributing to risk assessment, automatic error
testing, physical printing and other advanced operation. IBM is capable of testing the
feasibility a complete constructional project plan considering all its needs in a robust
environment. Because of this diverse utility and unconditional efficiency IBM is
widely and highly acclaimed tool in Integrated Project practice in AEC industry.
As per the previous discussion it is clear that to execute an Integrated Project
Delivery in AEC industry a dynamic and integrated platform is needed that will allow
all the stakeholders to engage in the project with their own tools of involvement. With
regular update and quality built BIM is capable to deliver all the needs of IPD project
with ease. BIM can simultaneously allow the designers to design the 3d models and

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INTEGRATED PRACTICE FOR THE AEC SECTOR
the suppliers to document every requirement considering the financial aspect
(Harrison & Lock, 2017). From the very early stage of requirement analysis of a
constructional project to the final presentation BIM can act as a platform of
collaborative workflow within all the project partners, without requiring additional
system to support those activities.
Assessment of the limitations to applying IPD in Construction project
The major challenges that AEC industry often faces during utilising IPD is the
need of incontinent and highly efficiency communication system. Communication is
the soul of any integrity management; therefore a construction company has to
invest on communication system to ensure effective and flexible interaction. Apart
from that, the process of utilising the IPD system usually becomes burden on small
or simple construction projects (Sears et al., 2015). The IPD is a effective system for
solving complex pathway of medium to large size construction project. Integrity
Delivery practice requires collaborative engagement of all stakeholders which
sometime makes additional burden on the stakeholders to make themselves
available for any phase of the project development.
Part B2:
Procurement options for client
In Constructional project procurement refers all the activities needed to develop the
business including funding, resource management, building and contracting.
Therefore along with the delivery system, procurement is another fundamental part
of an AEC project. For NEWLONDON Real Estate Development currently 4 types of

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INTEGRATED PRACTICE FOR THE AEC SECTOR
procurement process are available namely Traditional method, Design and build
method, Management contracting method and Joint venture or partnering method.
In Traditional procurement method the contractor will take the responsibility of only
the building where the design and management work will be carried out by the
engineer. In this process NEWLONDON Real Estate Development can have
complete control over finance and operation. On the other hand, in design and build
the contractor will play the major role of design and build while limiting the role of
consultant only to the management of the contract. Management contracting
procurement will allow the contractors to play a major role in decision making and
management as a part of the client-consultant team (Doloi et el., 2012). In this
procurement method NEWLONDON Real Estate Development has to choose a
particular package to develop the project from the set of packages offered by the
contractors. The most suitable procurement method that can be used in IPD
management is joint venture. In this procurement process NEWLONDON Real
Estate Development has to collaborate with all the stakeholders with financial and
operational responsibilities.
Strength and Weakness of methods
Procurement
method
Strength Weakness
Traditional
method
Finance and other operations will
be directly controlled by
NEWLONDON Real Estate
Development
Client can obtain best and lowest
price through competitive
tendering.
The risks can be solved in the
Responsibility of the contractor
is limited
Low tangibility in small projects
Consultant and contractor will
not have any contractual
relationship that requires
constant interference of client.

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INTEGRATED PRACTICE FOR THE AEC SECTOR
procurement state.
Design and
Build method
Contractor will have the full
responsibility of the project.
Developer can have more control
and visibility over the total cost.
Depending fully on constructors
reduces the time of development.
The initial upper-bound of cost
estimation cannot be changed
after the agreement.
Depending too much on builder
can create several legal issues
due to lack of expertise (Alias et
al., 2014).
Management
Contracting
method
Consultant will have the
responsibility to develop the plan
and create the list of
requirements.
Design and construction phase is
shorter than other procurement
method in terms of time.
The success of this approach
depends mainly on the team of
the contractors.
The budget will be brought out
after the complete development
of the project
Joint Venture
or partnering
method
Funding will not be the burden of
the client NEWLONDON Real
Estate Development.
Management and development
responsibilities are shared within
the partners of the project
(Lahdenperä, 2012).
Better risk assessment and
mitigation planning could be
done.
Lack of effective communication
can make the project
development motionless.
Profit will be shared after the
complete handover of the
building area
Risk Assessment
Risk Frequency Impact
Health hazards of the workforce in construction
sites
High, because of
the large number
Medium, only
specific

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INTEGRATED PRACTICE FOR THE AEC SECTOR
of workforce persons will
be effected
Delay in procurement process due to ineffective
communication
Medium, any
telecommunicatio
n fault can cause
this issue
Low,
because it
can cause
temporary
disintegration
Physical hazards due to falling, or other
mechanical disputes
High, because of
the construction
units and multi-
storied platforms
Medium,
The
workforce will
be effected
Lack of funding could keep the process on hold Low, because of
the budget
estimation
High, it can
cause
permanent
failure
Legal obligations and stay hold order from
authority
Low, process will
be licensed and
inspected by
regional authority
High, it can
cause severe
business
problems
Obligation from the neighbours regarding
environmental issues and value share
Low, because of
very few
residential
buildings nearby
Low, can be
solved
through
negotiation
Technical faults in terms of electricity, plumbing,
foundational and others
Medium, any
quality or
procedural
discrepancy can
cause this issue
Medium,
effective and
feasible plan
can solve this
issue
Fire hazards because of any kind of accidental
ignition
Low, any quality
or procedural
discrepancy can
cause this issue
High, it can
cause severe
business
problems and
permanent

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INTEGRATED PRACTICE FOR THE AEC SECTOR
failure of the
project
Summary
As per the existing proposals of the client the construction sites do not have
any considerable individuality in terms of potentiality and risk. Therefore with proper
contingency and mitigation plan NEWLONDON Real Estate Development can initiate
their project collaborating with all other participants. Through mitigation plans the
project can make appropriate changes to avoid those risk, will the contingency plan
will help the project team to control the impact or outcome of a risk trough
appropriate arrangements and supports. Before starting the construction on those
sites NEWLONDON Real Estate Development requires to finalise the permit from
the regional corporation and the workforce regulators.
SWOT analysis of the project
After analysing the position of the plot as well as the proposed elements of
construction, plating plan, structural plan, cladding and Unit breakdowns the
following strengths, weaknesses, opportunities and threats have been found
considering the 3 zones namely 141 King street, 131 King street and 126 York
Street.
Strength Weakness
The zoning and pot choosing is ideal for
starting the project.
The frontage is large that will make the
Area of ground floor plate is too small to
develop the commercial zone effectively.
The proposal lacks the space of service

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INTEGRATED PRACTICE FOR THE AEC SECTOR
building prominent.
The location of the plots are highly
valuable that can attract more end users
Lot of development is proposed already
in the area along with some municipal
development.
Precust wall will the interior structure
more stability
units that should have the access of the
any corner of the building.
The plot of 141 King street has already
limited the opportunity to more stable and
deep structural pining.
Making 3 levels perking zone
underground will be difficult for the plot of
141 King street.
Opportunity Threats
The area of the ground plate can be
more distributed to access better
grounded stability of the Structural Piling
and Deep Foundations.
Pothouse Floor plate could be more
wide to provide more units
accommodation.
Both 131 King Street and 126 York
Street plots have the scope to be built up
completely from the structural piling and
deep foundation
Workforce related hazards can occur
during construction
Disputed cladding materials can weaken
the sustainability of the exterior layer of
the walls.
The parking usage might be less
accepted by end users
Feasibility Assessment
The project proposal which aimed to develop 3 construction in 141 King
street, 131 King street and 126 York Street lacks some essential components of
planning. One of the major missing part is its lack of technical data. Provided
technical information is not enough to initiate the project. To make this proposal
feasible more detailed surface coverage plan is enquired. As per the project the
ground level plate is covering very low area relative to the other plates. Therefore,
this plan is not completely feasible in technical aspect as well.

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INTEGRATED PRACTICE FOR THE AEC SECTOR
When it comes to the site selection and zoning the project proposal is feasible
enough. However, framing the plot 141 King Street under the same proposal of other
two is not feasible at all. To make this plan more feasible a separate initial
conceptualisation is required for this plot, because it already has a complete 2 story
structure. NEWLONDON Real Estate Development has to clearly state if they are
planning for keeping that particular plot intact or they are planning for complete
dissembling of the existing structure to start the new construction.
IPD plan for Proposed project
 Floor: NEWLONDON Real Estate Development has to build up a team with the
contractors, Sub-contractors, consultancy company, project developer,
Engineers, Architectures and Specialist with effective and consistent
communication plan.
 Setting up goals: As the requirement of set out stage, the Real Estate has to
develop curtain aims and objectives on which the collaborative contract will be
built targeting the constructional development in selected sites.
 Conceptualization: : As the requirement of first IPD phase NEWLONDON Real
Estate Development will explain their purpose to the architects and the Architects
will build a concept plan for the construction sites by BIM graphical interface.
 Criteria Design: In this section all the stakeholders has to engage in multiple
collaborative communication to develop the fundamental list of the requirements
to implement the concept design in physical space.
 Detail Design: After cost negotiation with the stakeholders NEWLONDON Real
Estate Development has to sign in a agreement to proceed. In this phase more

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INTEGRATED PRACTICE FOR THE AEC SECTOR
detail design will be build through the collaborative activities of contractors,
Engineers, architects and project leaders.
 Documentation: In this phase the complete design with graphical or 3d replica or
prototype design will be built while recording all the necessary requirements with
details. This documentation also includes the cost and time analysis of the project
(Zhang, He & Zhou, 2012).
 Agency Review: In this phase the presentation of the documents and prototype
replica will be presented to the consultant and the NEWLONDON Real Estate
Development for finalising. In group based decision making the essential
changes will be made.
 Buyout: In this phase stakeholders of this construction project will finalise the
funding arrangement and agreed to implement the design in the chosen
construction site.
 Construction: Under the inspection of all the stakeholder the Contractors and
Sub-contractors will build the construction in the 3 chosen construction sites.
Reviewing and documenting the progress is essential part of this phase.
 Closeout: After competition of the construction the project team including all
stakeholders reviewing the project finally while making a plan for maintenance
and further improvement (Nawi et al., 2014).
Conclusion and recommendation for owner:
From the above discussion it can be said that Integrated Project Delivery is a
new and updated Project Delivery system in Architecture Engineering and

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INTEGRATED PRACTICE FOR THE AEC SECTOR
Construction industry that is based on the information and operational integrity of the
involved stakeholders. Involving all the stakeholders from the initial stage allows
better vision and assessment capabilities that enable the project team of the
NEWLONDON Real Estate Development to eliminate maximum number of potential
risks. It has been also found that communication is the soul of any integrity
management; therefore a construction company has to invest on communication
system to ensure effective and flexible interaction. From the discussion of
implementation tools it can be concluded that IBM is capable of testing the feasibility
a complete constructional project plan considering all its needs in a robust
environment.
Throughout the project development NEWLONDON Real Estate Development
should involve in BIM or Building Information Design is a 3d computer based
graphical modelling system built specially for constructional, architectural and civil
engineering modelling. The most suitable procurement method that can be used in
IPD management is joint venture. In this procurement process NEWLONDON Real
Estate Development has to collaborate with all the stakeholders with financial and
operational responsibilities. The client has to take essential initiatives to prevent the
Physical hazards due to falling, or other mechanical disputes during the construction.
Before starting the construction on those sites NEWLONDON Real Estate
Development requires to finalise the permit from the regional corporation and the
workforce regulators. The area of the ground plate should be more distributed to
access better grounded stability of the Structural Piling and Deep Foundations.
NEWLONDON Real Estate Development should clearly state if they are planning for
keeping that particular plot intact or they are planning for complete dissembling of
the existing structure to start the new construction.

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INTEGRATED PRACTICE FOR THE AEC SECTOR

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INTEGRATED PRACTICE FOR THE AEC SECTOR
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INTEGRATED PRACTICE FOR THE AEC SECTOR
Appendices:
Appendix 1: Project Schedule