CHALLENGES AND LESSONS LEARNT

Taking on one of the first IPD projects in Canada had the potential to magnify the challenges facing the owner and the project team.

• In 2013-14, IPD and lean methods were such novel concepts that the “operating systems” (such as Last Planner System®) were largely untested in Canada and had to be adapted from the US. Getting to grips with all the new tools and processes added additional challenges the team on top of what was a very technically demanding project

• Breaking down cultural barriers and getting buy-in across the team took considerable and sustained effort – especially from the owner Even then, many firms (especially trade partners) still found it easier to follow traditional processes. Some needed specific assistance to buy into the project goals and get to grips with how IPD works

• The IPD team members found that there was a feeling of separation on site for some of the trade partners who were not IPD contract signatories and therefore outside the profit pool

The Mosaic Centre project delivery process was very intense with significant learning opportunities for all team members. The pace may n ot have been sustainable for an owner or for firms that had more than one project that was as time consuming as Mosaic.

• Team-wide openness, honesty and trust are essential in IPD. It requires concerted and sustained effort to build a collaborative culture – especially within those team members that may not be party to the profit pool.

• As it was their first IPD project, the team feared that everything would be different and were pleasantly surprised by the fact that, in reality, construction / site management activities proceeded no differently to traditional practice.

• The IPD multi-party agreement and the shared risk/reward pool helped to shift entrenched cultural drivers. “We over me!” and “Project first, not company first!” became powerful motivators that were reinforced within the team throughout the project.

• With hindsight, the project team recognized that they could have completed the base construction contract and then amended it to include all the supplementary conditi ons later instead of waiting three months for everything to be complete before they signed the contract.

• The contractor learned that lean champions can come from all levels of an organization and who the lean champion may be can change as the project progress.

• Having a formal contract with a shared risk/reward structure drives team-wide collaboration and sustains it in the face of adversity.

• The owner did not want to be overly bureaucratic in the way the inter-team exchanges were conducted. The idea was that a certain level informality encouraged ongoing interaction which would lead to reduced administration. However, in retrospect, they felt that more structure could have imposed to project documentation processes.

• The BIM model was not used to the fullest extent (e.g. for quantity take-offs, construction sequencing, facility management, etc.)

• Project forecasting is crucial. The project manager needs to have strong project and schedule control abilities.

• In IPD, cost estimating is not a passive role It happens in “real time” and the estimator needs to proactively participate as an integral member of the team.

Acknowledgements

This case study was compiled from a review of websites and reports and with assistance and advice from:

Dennis Cuku: Cuku’s Nest Enterprises

Vedran Skopac: Manasc Isaacs Architects

Markku Allison: Chandos Construction

Jen Hancock: Chandos Construction

We thank everyone concerned for their time and enthusiasm for this project

References

1 The Mosaic website presents the project design and construction process. www.primedmosaiccentre.com

2 Cheng, R., Johnson, A. J., Allison, M., Dossick, C. S., Staub-French, S., Monson, C., & Poirier, E. (2016). “Motivation and Means: How and Why IPD and Lean Lead to Success”. Research Methodology, 255.

3 www.grahambuilds.com/projects/dr-f-h-wigmore-regional-hospital

4 Cheng, R., Johnson, A. J., Allison, M., Dossick, C. S., Staub-French, S., Monson, C., & Poirier, E. (2016). “Motivation and Means: How and Why IPD and Lean Lead to Success”. Research Methodology, 255

5 Mounir El Asmar, Awad S. Hanna, and Wei-Yin Loh, “Quantifying Performance for the Integrated Project Delivery System as Compared to Established Delivery Systems” © 2013 American Society of Civil Engineers. Sourced from the IPD Alliance, http://www.ipda.ca/

6 www.lcicanada.ca/

7 Ibid.

8 www.cagbc.org/Archives/EN/CaGBC_Green_Building_Case_Studies/ primed_mosaic_centre.aspx

9 The Wood WORKS! Case study of the Mosaic Centre is available for download at: www.wooddesignandbuilding.com/wpcontent/uploads/2017/04/MosaicCentre-WEB.pdf

10 The video “The Mosaic Centre: Alberta's first Living Building?” is part of a series of documentaries available on the Mosaic Centre YouTube channel: www.youtube.com/channel/UCqnM2j1qtp50DED1ACkNqPg

11 www.chandos.com

12 https://manascisaac.com

13 The Hanson Bridgett Integrated Project Delivery Standard Agreement is available for free download from: www.hansonbridgett.com/PracticesIndustries/construction/ipd-bim

14 The AIA Integrated Project Delivery Guide is available for free download from www.aiacontracts.org/resources/64146-integrated-project-delivery-aguide