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Integrated Project Delivery Practices Questions

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CASE STUDY Leveraging Collaborative Teamwork in Project Delivery Developed by Mississippi State University in partnership with Brasfield and Gorrie, 2015 2 | C ASE ST U DY Preface This is one in a series of case studies …….. that can be used by faculty members in college and university construction education programs and construction contractors in professional education programs. These case studies are intended to supplement primary instructional materials to provide students with opportunities to engage in critical thinking, analysis, and decision-making related to issues associated with the planning and management of construction operations. 3 | CASE ST UDY Project Description This case study focuses on efforts to form a collaborative team of diverse professionals to ensure successful project outcomes. Key elements from Lean Construction and Integrated Project Delivery (IPD) were adopted by the project owner. How these elements influenced the formation and interaction of team members and the emphasis for them to collaborate effectively are described. Learning Objectives Upon completion of this case study, students will be able to: 1. Identify key project participants involved in an effective collaborative team and explain the importance of each participant’s role within the team. 2. Identify and explain the strengths and weaknesses of the team and team members to plan, organize, schedule, and execute project tasks. 3. Recognize situations representing positive and negative team building, and management behavior practices. 4. Explain issues related to forming and managing diverse and interdisciplinary project teams. 5. Identify and explain factors associated with effective and ineffective team performance. Project Background The project used in this study was an expansion and renovation to Spring Valley Hospital in Las Vegas, Nevada with a budget of just under $32 million. It included a new four-floor patient tower addition totaling 88,000 square feet and 15,000 square feet of renovation work to the existing hospital. The renovation work mainly entailed connector corridors from the existing hospital to the new patient tower and a separate 24-hour entrance to the hospital’s birthing center. The first floor of the new patient tower was to house an 18-bed private post-partum unit, three new labor and delivery suites, private patient rooms for maternity patients, three neonatal intensive care units, lobby space, and a courtyard. On the second floor, 36 private rooms for post-surgery recovery and diagnostics were to be built. Administrative offices and additional shell space for future growth were to be constructed on the third and fourth floors. Unlike a typical approach where the design team would be selected by the owner first, the project owner, United Health Services (UHS), selected the contractor first. UHS is focused on delivering their healthcare facilities projects under a collaborative, cross-discipline, responsibility-based relational approach and use the ConsensusDocs 300 IPD contract. The contract is signed jointly by a minimum of the owner, architect, and constructor. Other trade partners or key contributors may be invited to be partner signers of the contract. It requires 4 | CASE ST U DY the team to deliver the project using lean methodologies and promotes and facilitates strategic planning, design, construction and commissioning of the project, through the principles of collaboration and lean project delivery. IPD projects are managed by the signers of the contract who form a Management Group, which serves as the decision- making body for the delivery of the project. The Management Group is comprised of an authorized representative of the owner, the designer and the constructor. They may invite other critical project participants to become members for purposes of advancing the overall collaborative approach and the best interests of the project. Any party added as an additional member is entitled to participate in all Management Group functions and has a right to vote on decisions that directly concern that party’s work and area of expertise. The Management Group may also vote to remove nonoriginal members from the Group. Brasfield & Gorrie was selected as the constructor, and HGA Architects and Engineers was selected as the designer. Project expectations, called conditions of satisfaction, were identified at the initial project meeting by the project owner to be: + Heads in Beds – + Maximum Scope within $31.6 million funded budget + Aesthetic Refresh + Accommodate Future Growth + No Un-Planned Disruption with Existing Operations + Financial Success + Final Construction Meets Expectations + Enhance Lean Learning and Carry Beyond Project + Increase Effectiveness: Functional / User Happy / Flow + Innovation + Build Lasting Relationships 5 | C ASE ST U DY Developing the Collaborative Team It is critical to on-board the right design professionals and trade partners early to ensure that decisions are made timely. This requires that the user groups from the hospital side are engaged early so that they concur with the overall design program before the project design starts. Selecting Project Partners The project partners were those companies that Brasfield & Gorrie identified as critical to its success and needed to be involved during the design and the pre-construction stages of the project (Table 1). Under the UHS approach, selecting these partners took a very different approach than is typically used. Rather than a selection process based on cost of services, a qualifications approach was utilized. COMPANY PROJECT ROLE HGA Architects & Engineers Architect Buehler & Buehler Structural Engineer In
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