Modeling and benchmarking performance for the integrated project delivery (IPD) system

Integrated Project Delivery (IPD) is an emerging construction project delivery system that collaboratively involves key participants very early in the project timeline, often before the design is started. It is distinguished by a multiparty contractual agreement that typically allows risks and rewards to be shared among project stakeholders. As IPD is becoming increasingly popular, various organizations are expressing interest in its benefits to the AEC industry. However, no research studies have shown statistically significant performance differences between IPD and more established delivery systems. This study fills that missing gap by evaluating the performance of IPD projects compared to projects delivered using the more traditional design-bid-build, design-build, and construction management at-risk systems, and showing statistically significant improvements for IPD. Project delivery performance literature was analyzed to identify key variables, which were classified in three domains that reflect the social, organizational, and functional aspects of project delivery. A data-collection survey was developed and used in detailed interviews to gather quantitative delivery and performance data from the industry. Univariate and multivariate data analyses were performed, leading to the development of benchmarks and models of IPD project performance. An overall project performance model, the Project Quarterback Rating, also was developed and used to evaluate IPD performance. Results indicate that IPD achieves statistically significant improvements in 14 metrics across six performance areas: building quality, project schedule, project changes, communication among stakeholders, recycling and financial performance. One major interpretation of the results is that IPD provides higher quality facilities at no significant cost premium. The findings provide a comprehensive understanding of IPD performance by specifically identifying metrics that are enhanced by this emerging delivery system. Furthermore, the results highlight individual delivery characteristics that the industry can use to improve its performance. These characteristics include contractual incentives, use of Building Information Modeling processes, avoiding lump sum compensation, and perhaps most interestingly, social factors like the unconventional participation of stakeholders along the project timeline. Although some of these delivery characteristics are typically associated with IPD, the AEC industry can apply most of these characteristics with other delivery systems to improve performance in both private and public sector projects.