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Construction Management
Integrated Project Delivery
Project-based professional services where design authority, owner approval, and multi-discipline coordination determine delivery.
Example organizations in this space:
DPR Construction
Swinerton
McCarthy
Boldt
This interactive experience is the shipped product itself — the same application code customers run in production, mounted read-only in your browser over a real sample journey. Not a video, not a mockup: because the demo and the product are one codebase, it can never drift from the real thing.
Inside this journey
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Pre-Sales
Qualify and diagnose before investing in a full evaluation cycle.
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Qualification
Confirm budget range, decision authorities, timeline, and the buyer's willingness to explore a shared-risk delivery model before full discovery.
Qualification Questions
Fit for a shared-risk delivery
- How willing is your organization to explore a multi-party shared-risk/shared-savings delivery model for this project?
- Will the project involve protected health information or other regulated patient data that the project team will process or store?
Budget
- Is there an allocated budget range for this capital project?
Decision authority and key influencers
- Who holds final sign-off authority for contracts and financial commitments on this project?
- Which roles should be included early as influencers or approvers? (select all that apply)
- If you selected Other above, please name the role or title (or list any specific stakeholders to include).
Timeline and readiness
- What is your target window for starting construction or reaching the next major approval milestone?
- What is the primary driver of that timing (briefly)?
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Outcome Discovery
Map desired project outcomes, constraints, stakeholders (including finance), and measurable success signals for an IPD approach.
Discovery Questions
Project snapshot, the short version
- Briefly describe the project type, expected square footage, and the primary clinical or academic functions it must support
- When did the need for this capital project first become urgent
- Who will serve as the executive sponsor and who will be the day to day project owner on your team
- How committed is funding today and where, if anywhere, is there a gap
- Select the procurement preference that currently best represents your direction
Where the current approach breaks, and why it matters
- If this project repeated the worst design bid build failures you've lived through, which outcome would make you stop the program
- Walk me through a past project where change orders or adversarial teams caused the biggest delay or cost overrun, including who was most affected and how long recovery took
- How many projects under your oversight in the last five years exceeded original budgets by more than 10 percent
- Choose the consequences that worry you most when teams become adversarial
- Would you have the authority and appetite to replace a lead mid project if collaboration broke down during construction
Outcomes that will prove this worked
- Name a measurable outcome that, if delivered, would prove an integrated approach created value for your operation
- List the top three success signals you would track, for example final cost against target, occupancy date, or commissioning metrics
- Select which of these metrics are non negotiable for project acceptance
- Describe a worst case outcomes scenario and the downstream operational or clinical impact it would create
- If the project missed the primary success signal you just named, how would you act, pause acceptance, renegotiate incentives, or withhold payment
Money and approvals that will make or break this
- What financial condition or procurement rule would make your CFO oppose a shared risk multi party agreement
- Mark all internal stakeholders who must sign off before you can enter a multi party agreement
- Explain your capital approval timeline from budget approval to funds availability and typical gating reviews
- Who currently manages audited final cost reviews and where are those records stored
- Could you obtain an exception from procurement for a multi party agreement within your desired timeline
Team fit and the cultural signals you watch for
- Name one team behavior during early design that would cause you to question the team's ability to collaborate under shared risk
- Tick the artifacts you will require to validate a proposed team's IPD experience
- Walk me through how your interviews assess cultural fit between architect and contractor and what specific red flags would stop you
- On a scale from 1 to 5, how heavily do you weight documented lean construction fluency versus a demonstrated track record of final cost performance
- Would a proposed lead refusing a recorded interview or declining to share audited costs disqualify that team
The other options on the table, and why they might still win
- What would have to be true about your current delivery approach for you to keep it instead of switching to an integrated model
- Choose which alternatives you have evaluated or are still considering
- Has anyone inside your organization proposed solving this by expanding internal capacity rather than hiring an external multi party team, and if so who and what was proposed
- Which single change from an incumbent would make you stay rather than switch
- Could an incumbent offering early co location and a shared savings structure remove the need to pursue an external IPD team
Gates, permits, and practical constraints we must clear
- Identify the single missing permit, approval, or named resource that would stop this from moving into design under a multi party agreement
- Mark which of these gating items you already have in place
- Please list the regulatory or compliance reviews that must clear before construction can begin and typical review durations
- Do you have the headcount and dedicated internal resources to participate actively in target cost design sessions and co located governance
- Is there an alternate contracting route that would preserve shared risk incentives if legal or procurement cannot clear the multi party contract shape
Timeline, decision triggers, and the hard dates
- Imagine a focused pilot proved the savings and schedule outcomes you expect, what would prevent you from signing an agreement that same week
- Pick the earliest realistic window where design work could begin
- List the people who must be present at a go no go decision meeting and the evidence each will require
- How many weeks of design iteration do you expect before you reach a target cost baseline
- Given your procurement and capital cycles, if everything aligned, when could you realistically execute a multi party agreement
Next steps and quick checks that accelerate decisions
- Identify the one piece of evidence that would most shorten your procurement review and accelerate approval
- Tick the kinds of support that would make you comfortable piloting an integrated delivery proof of concept
- Describe the minimum scope and timeline you would accept for a small pilot that demonstrates target cost design and shared savings mechanics
- Could you commit the core decision makers to a 90 minute evidence review within two weeks if we provided audited final cost reports and an interview with a past owner
- Which single answer from this entire conversation would make you walk away or, conversely, sign within weeks
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Solution Experience
Walk through how integrated project delivery, target cost design, and shared savings produce outcomes using the buyer's project context and use-cases.
Solution Experience
- Solution Experience Session
- Quick orientation: IPD end-to-end
- You confirm the captured current state and the cost consequences are accurate and prioritized.
- Seller: Build and deliver a populated target cost design worksheet using the project's current budget and the three highest-risk use-cases before the follow-up session.
- You validate that the target cost walkthrough maps to your highest-risk use-cases and would materially reduce change orders and budget risk.
- Confirm the current state and its cost to your team
- Buyer: Provide the audited final costs from one recent comparable capital project for team evaluation and financial benchmarking.
- Target cost design walkthrough using your project context
- Buyer: List the CFO's top three concerns and the procurement/finance approvals required to accept a shared-savings multi-party agreement.
- You confirm that the modeled shared savings and downside mechanics address the CFO's primary concerns about shared risk.
- Shared savings and downside mechanics with your numbers
- You agree on the specific evidence and approvals needed to advance to a mutual commit conversation.
- Seller: Prepare a short governance outline and sample shared savings pool split for review with the buying committee.
- Team behavior proof: co-location, pull planning, and governance
- Forced validation
- Agree next evidence and approvals required
- Solution Experience Session
- Solution Experience Deck
- Solution Brief — Integrated Project Delivery
- meeting
- slides
- document
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Team & Proof Evaluation
Structurally validate proposed team fit and historical performance by reviewing audited final costs, interviewing team leads on lean fluency, and assessing cultural compatibility.
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- current_state
- stakeholders
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- success_criteria
- decision_readiness
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- current_state
- success_criteria
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- stakeholders
- desired_state
- success_criteria
- stakeholders
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- current_state
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Solution Scope
Define the multi-party scope: responsibilities, target cost mechanism, shared savings pool design, co-location plan, and what is explicitly out-of-scope.
Scope Configuration
- Execute Multi-Party IPD Agreement
- Set Up Co-Located Design Workspace
- Deliver Target Value Design Sessions
- Perform Constructability Reviews During Design
- Implement Pull Planning with Trade Partners
- Contract and Onboard Early Trade Partners
- Provide Integrated Cost Model and Reconciliation
- Administer Shared Risk-Reward Pool
- Coordinate Field Sequencing and Execution
- Deliver Lean Construction Training to Trades
- Produce Audited Final Project Cost Report
- Manage Change-Order Resolution Under IPD Terms
- Support Commissioning and Systems Acceptance
Scope Questions
Execute Multi-Party IPD Agreement
- Do you have a preferred multi-party agreement template or need assistance selecting a neutral IPD template?
- Which documents must accompany the executed agreement for procurement (for example CFO sign-off, board minutes, procurement resolution)?
- Who will be authorized to sign the multi-party agreement on your behalf and what documentation proves that authority (e.g., board resolution, delegated signing authority)?
- When is the target date to have the executed multi-party agreement in place relative to schematic design milestones (for example before 50% design)?
- Describe the evidence that will validate the executed multi-party agreement is approved for launch (signed agreement, procurement memo, CFO email confirmation).
- Please list any statutory or sector-specific procurement constraints that the agreement must reflect (for example state procurement statutes, university regent thresholds, public hospital procurement rules).
Set Up Co-Located Design Workspace
- Identify the preferred location(s) for the co-located workspace (on-campus facility, owner office, construction trailer near site) and any security or access constraints.
- Provide the minimum desk and team capacity required by discipline (for example number of desks for architects, engineers, general contractor project staff, and cost manager).
- Confirm whether you require segregated secure areas for protected health information (PHI) or sterile design work during co-location.
- Provide the IT and BIM connectivity requirements for the workspace (for example internet bandwidth, VPN access to the federated Revit model, printing of 24x36 construction sets).
- Estimate the duration you expect the co-location to run during design phases (for example through schematic, through 50% CDs, through construction start).
- State any site-specific logistics that affect co-location (parking permits, hospital ID badges, cleanroom access windows for OR suites).
Deliver Target Value Design Sessions
- Specify the number of target value design (TVD) sessions you expect during schematic and design development.
- List which functions must attend TVD sessions to be binding (for example finance, facilities operations, infection control, clinical leads for healthcare projects).
- Which project artifacts should the TVD exercises directly update (for example line-item cost model by MasterFormat division, room-by-room program, BIM LOD 300 elements)?
- Indicate the top three measurable success signals that will be used to judge TVD effectiveness (for example target cost adherence within 5%, no scope creep in clinical spaces, preserved OR suite counts).
- How will decisions from TVD sessions be recorded and approved (for example annotated cost model, meeting minutes signed by finance, change log in collaboration platform)?
- Are there specific clinical or laboratory constraints the TVD must respect (for example negative pressure rooms, medical gas piping routing, sterile processing adjacency)?
Perform Constructability Reviews During Design
- Outline the desired frequency of constructability reviews (for example at 30% CDs, 60% CDs, 90% CDs) and any milestone gating required.
- Provide the expected deliverables from each review (for example clash detection report from federated BIM, MEP routing alternatives, shop drawing flags).
- Indicate the required BIM Level of Development for constructability checks (for example LOD 300 for coordination, LOD 400 for shop prefabrication readiness).
- List key systems to prioritize during constructability reviews for your project type (for example medical gas, HVAC serving operating rooms, life-safety fire alarm).
- Are there target prefabrication or modularization opportunities the reviews should evaluate (for example headwalls, MEP racks, prefabricated toilet modules)?
- Describe the acceptance evidence you will require from a constructability review to proceed to the next design milestone (for example resolved clash report, signed coordination log).
Implement Pull Planning with Trade Partners
- Which trade partners do you expect to participate in pull planning sessions (for example mechanical, electrical, architectural millwork, medical gas installers)?
- Are trade partners expected to attend pull planning onsite or via remote collaboration tools during pre-construction and early construction?
- How many pull planning sessions per phase do you expect (for example weekly during early construction, intensive 3-day sessions before rough-in)?
- Which visual planning tools or formats should be used for pull planning outputs (for example physical sticky-wall, digital lookahead boards linked to BIM tasks)?
- Specify any on-site constraints that will affect pull planning cadence (for example restricted night work in a hospital, sterile zone turnover windows).
- Indicate how you prefer schedule commitments from trades to be captured and enforced (for example agreed lookahead, weekly sign-off, incorporation into shared risk pool scoring).
Contract and Onboard Early Trade Partners
- How many early trade partner packages do you plan to contract prior to 100% CDs (for example mechanical prefabrication, electrical switchgear, specialty millwork)?
- Which minimum prequalification criteria should be applied to early trades (for example bonding capacity, past IPD project audited final cost, lean construction training completion)?
- Who on your team will manage trade onboarding tasks such as insurance certificate collection, safety orientation, and site access badge issuance?
- How will early trade scopes be documented for incorporation into the integrated cost model (for example MasterFormat line items, assemblies, or unit pricing)?
- Provide the desired timeline to complete trade contracts and onboarding relative to foundation start (for example 8 weeks prior, 4 weeks prior).
- Confirm procurement documents or onboarding packets you require from trades (for example COI certificates, OSHA training records, prefabrication QA procedures).
Provide Integrated Cost Model and Reconciliation
- How will you house the integrated cost model (for example shared spreadsheet, cloud cost platform, BIM-linked cost module) and who needs access?
- Indicate the required cost granularity for reconciliation (for example MasterFormat 48 divisions line-item, room-by-room cost, system-level buckets).
- Provide the reconciliation cadence you expect between design estimates and actuals (for example monthly cost reconciliation, milestone-based reconciliation at 50% CDs).
- Who will own the single source of truth for cost entries and change history (for example designated cost manager, owner finance, neutral third-party accountant)?
- Describe the evidence that will validate cost reconciliation at each milestone (for example reconciled subcontractor proposals, audited invoices, change log signed by project leads).
- Estimate the acceptable variance threshold between the integrated cost model and trade partner committed costs that will trigger target-value design revisions (for example 3%, 5%, 10%).
Administer Shared Risk-Reward Pool
- Specify the intended shared savings split approach you prefer (for example fixed percentage split between owner/architect/contractor, tiered split after corridor).
- Indicate the corridor or target thresholds that will define shared reward eligibility (for example +/- 5% corridor around target cost).
- How will the shared pool be funded and administered (for example escrow account, monthly reserve draw, retained contingency)?
- Identify audit and transparency requirements for the pool (for example quarterly audited ledger, third-party cost audit at substantial completion).
- Confirm whether incentive triggers will include schedule performance metrics for critical clinical turnovers (for example OR readiness dates, phased occupancy turnovers).
- Provide any tax or accounting constraints that affect reward distribution (for example university gift rules, restricted funds, hospital fund accounting).
Coordinate Field Sequencing and Execution
- How will the BIM model link to field sequencing artifacts (for example 4D schedule links, federated model with trade-specific views)?
- Provide the baseline target cost and the method for locking a baseline prior to construction start (for example signed baseline cost model, approved contingency allocation).
- Which trade partner assignments are fixed at mobilization and which remain open for assignment during execution (for example primary mechanical contractor fixed, specialty clinical equipment installers variable)?
- When do key schedule windows occur that the field sequencing must protect (for example night ICU tie-in windows, clinical downtime windows, seasonal utility shutoffs)?
- How frequently do you require field progress and cost reporting (for example weekly lookahead plus monthly cost reconciliation)?
- Are there site-specific infection control or turnover requirements the field plan must incorporate (for example negative pressure temporary barriers for adjacent clinical areas)?
Deliver Lean Construction Training to Trades
- Which lean topics are highest priority for your trades (for example pull planning, target-value design basics, continuous improvement kaizen events)?
- Who on your side should be certified or trained to verify trade attendance and competency (for example construction manager, owner representative, facility operations lead)?
- Provide the preferred training delivery method and cadence (for example half-day onsite workshops, series of 2-hour remote sessions, pre-mobilization bootcamp).
- Indicate any trade-specific competency checks you require after training (for example observed pull-planning facilitation, practical mock lookahead exercise).
- How will you measure training effectiveness in the field (for example reduction in rework hours, adherence to lookahead commitments, improved first-time inspection pass rate)?
- Provide sample audience sizes by trade for planning training sessions (for example 6-8 pipefitters, 4 lead electricians, 2 medical gas leads).
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Mutual Commit
Finalize the multi-party agreement, governance, decision rights, incentive mechanics, and confirm procurement and finance approvals for launch.
Agreement Modules
- Integrated Multi-Party Agreement (MPA)
- Statement of Work (SOW)
- Governance & Decision Rights Addendum
- Incentive Mechanics & Shared Savings Agreement
- Target Cost Measurement & Audit Protocol
- Insurance, Bonds & Risk Allocation Schedule
- Conditions Precedent & Launch Authorization
- Change Management & Dispute Resolution Protocol
- Key Personnel, Co-Location & Staffing Commitment
- Regulatory Compliance Addendum
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Deployment
Operationalize rollout with readiness checks, execution, and outcome validation.
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Pre-Construction Readiness
Lock concrete readiness facts — permits, site access, named owners, co-location logistics, and key schedule windows before construction begins.
Pre-Deployment Questions
Environment and site access
- Is the site parcel and legal access confirmed (property title, easements)? — select the status so we can schedule heavy-equipment mobilization.
- Named site owner or facility representative responsible for day‑to‑day site access and permissions (name and role) — who should the field team call?
- Are existing geotechnical and as‑built surveys accepted as the basis for construction (so we know if new field verification is required)?
Permits and site conditions
- Which core permits are fully approved before mobilization? (Select all that apply; choose 'Other' to specify.)
- Are utility shutdown/relocation agreements and outage windows secured with utility owners (so outages can be scheduled)?
People and ownership, co‑location
- Who is the buyer's named owner for construction‑phase approvals and budget sign‑offs (name and role) — the person authorized to approve change orders and go/no‑go decisions?
- Has co‑location workspace for the core design‑construction team been reserved for pre‑construction (indicate type so we can plan in‑person vs hybrid collaboration)?
- Will a single on‑site construction manager be dedicated full time for pre‑construction and the first 60 days of construction?
Timing, logistics, and constraints
- Planned construction start date or earliest 2‑week mobilization window (so we can lock the schedule and long‑lead procurement).
- List any blackout windows or hard occupancy deadlines (academic terms, clinical operations, seasonal restrictions) that will block work or require phased access — include affected areas and date ranges.
- Are temporary site logistics assigned and owner‑approved (laydown area, perimeter fencing, site gates, material delivery route)?
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Construction Coordination
Capture exact configuration values the project team will use — BIM links, target cost baseline, trade partner assignments, reporting cadence, and integration points.
Configuration Details
BIM & Model Access
- Enter the primary BIM hub URL used for live model links (format: https://...). If no cloud BIM hub is available, enter 'None'.
- Select the BIM access method the implementation should use to retrieve linked models (who authenticates and how).
Target Cost & Baseline
- Enter the agreed Target Cost baseline amount (numeric, USD whole number). Default: the Target Cost stated in the executed multi-party agreement.
- Enter the Target Cost baseline effective date (format: YYYY-MM-DD). Default: the signature date of the executed multi-party agreement.
Trade Partners & Reporting
- Are trade partner assignments finalized in a single canonical roster? (Default: No)
- If finalized, enter the canonical trade partner roster URL or document ID (format: https://...). If not finalized, enter 'TBD'. Provide one canonical link only.
- Select the construction reporting cadence (Default: Weekly).
- Enter the single reporting day/time and project timezone as one value (format: 'Day HH:MM, IANA timezone' — e.g., 'Friday 15:00, America/Chicago'). Default: 'Friday 15:00, America/Chicago'.
Integrations & Security
- Which external systems should receive construction progress events? (select all that apply)
- Will you use a secrets manager to exchange any integration credentials or private keys required for connectors? (Default: Yes) — do NOT paste any secret values here; this is to confirm the secure exchange method.
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Construction Execution
Execute construction using pull planning, continuous target-value design adjustments, shared risk management, and transparent cost tracking.
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Substantial Completion & Acceptance
Formal client acceptance checklist to verify deliverables, commissioning, and contractual acceptance criteria before final billing or closeout.
Checklist items
- Close all punch list items and obtain buyer sign-off
- Deliver final commissioning report and functional test records
- Hand over updated as-built drawings and federated BIM model
- Provide indexed O&M manuals, spare-parts lists, and warranty certificates
- Complete operational and maintenance training with signed attendance
- Obtain AHJ approvals and occupancy/operation certificates
- Verify lockout/tagout and energization safety documentation
- Deliver final audited cost reconciliation and shared-savings calculation
- Receive final trade partner lien waivers and final invoices
- Obtain signed multi-party final acceptance and closeout agreement
- Establish post-occupancy support channel and open-issues log
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Outcomes & Continuous Improvement
Review project outcomes against success signals, capture lessons learned, and maintain a shared channel for issues and enhancement requests.
Success Reviews
- Closeout Health Check (weeks 1-4)
- First Outcomes Measurement (weeks 4-10)
- Realization Review and Lessons Capture (around day 90)
- Operational Continuous Improvement Review (quarterly)
- Annual Outcomes and Knowledge Transfer
Issues & Enhancements
- Publish the prioritized quarterly repair and enhancement plan with milestones and expected completion dates.
- Document the top 5 lessons learned and convert each into a tracked improvement item with an implementation target date.
- Create the enhancement request intake form and add it to the shared channel for ongoing submissions.
- Open backlog and enhancement request review
- A quarterly plan that reduces backlog and improves average resolution time is agreed and documented.
- Owners and timelines are set for the top-priority enhancement and warranty items.
- A short summary of collaboration indicators is captured to monitor cultural drift back to adversarial behavior.
- Re-confirm success criteria and owners
- Update the enhancement request log with resolution targets and required resources for each item.
- Provide a one-page collaboration health snapshot for executive review before the next quarterly meeting.
- Annual outcomes summary
- Annual audited results and the final list of adopted process improvements are recorded and archived.
- Operations playbook and governance updates are transferred to the owner's team and scheduled for periodic review.
- A final disposition plan for any remaining open items and legacy records is agreed.
- Publish the annual outcomes packet including audited cost variance, shared savings accounting, and list of adopted improvements.
- Deliver the updated operations playbook and file it in the owner's document repository with access instructions.
- Close or convert remaining open items to a tracked maintenance plan, and confirm archival steps for legacy project artifacts.
- All outstanding high-severity punchlist items have documented remediation actions and completion windows.
- Commissioning deliverables and O&M documentation are confirmed present and sufficient for owner operations.
- A shared channel and cadence for warranty and defect reporting is established.
- Publish updated punchlist with remediation tasks and expected completion dates to the shared channel.
- Circulate a commissioning confirmation packet and list any missing closeout documents to be supplied within 7 calendar days.
- Record the channel and template for warranty/defect submissions and distribute to operations staff.
- Present first measurement data
- Decision-ready root-cause diagnoses for each metric gap, with at least one corrective action per gap.
- A dated remediation plan that specifies data owners and measurement dates to confirm improvement.
- Agreement on the single shared data source for future variance and punchlist reporting.
- Publish the metric baseline report showing variance from target cost (%) and punchlist closure rate, with raw data attachments.
- Create and circulate the remediation plan with milestones and completion windows for each identified gap.
- Set the next measurement checkpoint and request required data extracts from the owner and project controls teams.
- Present audited final costs and shared savings accounting
- Audited final cost variance and shared savings distribution are documented and stored in the project record.
- A prioritized lessons-learned list with concrete process changes and target adoption dates is agreed.
- An ongoing channel for enhancement requests and defects is confirmed for long-term tracking.
- Publish the audited final cost report and shared savings statement to the project repository.
- Commissioning and deliverables verification
- Trend of resolution time and backlog count
- Knowledge transfer and playbook update
- Operational performance against success signals
- Diagnose root causes for any gaps
- Agree corrective actions and timelines
- Capture lessons learned and process gaps
- Close long-tail items and archive project record
- Punchlist status and remediation plan
- Prioritize fixes and improvements for the quarter
- Early warranty and defect signals
- Track team collaboration indicators
- Confirm ongoing monitoring cadence
- Confirm path to stable-state measurement
- Agree permanent improvement actions
- Agree immediate remediation actions