The IPD team is included at the start of a project, often prior to finalization of the owner’s business case, and works to develop the Validation Study. Understanding why a project exists prior to developing conceptual designs gives the team freedom to explore diverse options to deliver value. The completed Validation Study acts as a guide for the project team through the design and construction process to orient them back to the owner’s value proposition. (See Appendix 8 for an example of a validation checklist used to build a Validation Study’s table of contents.) Set-Based Design
Set-Based Design is a concept of advancing multiple designs to make the best decision established on additional information gained from further design development. This results in the team having significantly more information during final decision-making. For example, a team may advance three structural systems into the Design Development phase along with floor plans and shaft layout. A3 Thinking
An A3 is a structured process of documenting a problem, options, proposed solution, and an action plan on a single sheet of paper (A3 refers to a standard 11” x 17” sheet of paper). This process first finds consensus around a problem statement and, in turn, helps to build consensus around a proposed path forward. A3s are developed collaboratively with all project stakeholders. (See Appendix 12 for an example of an A3.) Choosing by Advantages
Choose by Advantages (CBA) is a systematic decision-making process that focuses on the advantages of options. This process is particularly useful when trying to reach a consensus in a large group of people with different goals and values. Unlike systems focused on assessment based on pros and cons, CBA recognizes that cons could also be an advantage for one or more of the other options.
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Use streamlined processes.
Unlike traditional processes for communication and accountability that contain inherent waste, lean processes help project teams level workloads and reduce waste. Lean streamlined processes include: Last Planner System
IPD teams use the five connected conversations of the Last Planner System (LPS) to manage activities from early feasibility studies through construction and commissioning. Projects are started with high-level milestones, then phase pull plans are created as the work proceeds. Look-ahead planning, weekly work planning, and learning (measured through percent plan complete and variances) are implemented to manage the weekly work of the team. (See Appendix 16 for examples of weekly work plans.) Pull Planning the Design and Construction Work
Pull planning is a component of the LPS and a process many teams use to start their lean implementations. Pull planning is a powerful way to get designers and trade contractors to make commitments and help schedule the design and construction work. Project team members start with a milestone and then work backward logically to determine all of the steps needed to complete the work and all of the dependencies between the steps. These processes can break down communication barriers and build collaboration between team members. Co-Location
Co-location helps align teams and increases collaboration by having all stakeholders work in the same office. While large IPD teams can co-locate for extended periods on a project, smaller projects can co-locate for shorter sessions (e.g., one day every two weeks) or by using online tools. (See Co-location in a Big Room for more information.)
5 See the website of the Lean Construction Institute for more information: https://www.leanconstruction.org/.