In practice, the IPD system is a process in which all disciplines of a construction project function as a business. Key members of the team include the architect, important technical advisors, as well as a general contractor and a subcontractor. The increasing use of building information modeling in the construction industry facilitates the exchange of information between participants in projects that use IPRs and are seen as a tool to increase productivity throughout the construction process.  Modern construction includes intricate designs by several designers built by a cohort of business partners. An efficient flow from concept to construction through design requires continuous information exchange, decision-making and robust change management. Management team: The contract defines a management team responsible for providing the project in the long term, budget and quality of the quality desired by the owner. Some agreements call it the central group or the project management team (PMT) and there are certainly other names. The important concept is that the project is run jointly by a representative of the owner, architect and contractor. Other people can be added to this management team.
For example, a representative of the user (customer) or other representatives of risk/reward partners. Integrated project deployment teams are contractually bound differently from conventional design/bid/build, cm-at-risk and design/construction agreements. The typical IPD agreement includes the primary construction company, the principal builder and the owner in a single contract for a single dollar value. The contract defines the responsibilities of the designer, contractor and owner, but also indicates that the success of the project delivery is the responsibility of all three. LeanProject has helped more than 20 projects train their IPD teams. Often, we are hired by the client organization to assist in the establishment of a qualification application (QRF) and the Request for Proposals (RFP) or at their request for an Integrated Team (RFIT). Other times, we have been hired by one of the self-trained teams that respond to an RFIT to assist in the landing of the project. Contractual issues include: relationships and responsibilities between the parties, which must be consistent with the agreement, the IPR method and lean-design principles, collaborative project management, the validation phase, the pre-construction phase, professional design, designer compensation, costs, risk allocation and pool, price estimates, contract duration, changes, payment, termination, etc. Contracting parties may amend the terms of the agreement to meet their individual project needs and state requirements. This article is the second in a series of 3 sections devoted to the integrated implementation of the project. The first contribution focuses on IPR agreements (contracts), this contribution focuses on the DPI as a lean operating system, and the most recent contribution focuses on culture. Other trade unions and consultants are included in the agreement, either on a flat basis, or over time and materially, with traditional subcontracting structures.
They can be negotiated or traditionally offered, usually once the project is completed significantly. Across the world, common risk and reward contracts are becoming more common. In the United States, different types of agreements have been concluded for construction projects, including: Sutter Health`s Integrated Form of Agreement (IFOA), ConsensusDocs 300 and the American Institute of Architects (AIA) contracts have provisions for sharing the profits and losses of a construction project. Integrated projected delivery can be extremely powerful if the right deal is made. The key to harnessing the potential of an Integrated Deployment (IPR) company lies in the use of the consensus agreement.