|
Note that this, like all the other workbooks, is designed
to be printed out if required.
What is an Integrated Project Team (IPT)?
'Integrated Project Team' is the Toolkit's term for a fully
integrated collaborative team:
-
a single team focused on a common set of goals and objectives
delivering benefit for all concerned
-
a team so seamless, that it appears to operate as if it
were a company in its own right
-
a team, with no apparent boundaries, in which all the members
have the same opportunity to contribute and all the skills
and capabilities on offer can be utilised to maximum effect.
This IPT removes the barriers between design and implementation,
enabling all parties to be involved in discussion on the principles
which will affect them, enabling high-quality decisions to be
made on the basis of all the implications throughout the
lifetime of the facility in question.
For a walkthrough on how to run an integrated project, click
here.
Process cycle
Process stages - the workbooks
Identify business need (workbook
1)
When a new business driver that may give rise to a construction-related
project appears, part of the client cluster will focus on the
emerging need and its resolution.
This client element will call in appropriate parts of its
supply chain by selecting 'lead' cluster members
as appropriate to represent their particular supply chain.
This representation will be targeted to ensure that those
who have the best understanding of the principles that will
need to be explored, form the 'lead'
members. For example, if there is a need to replan office accommodation,
a lead cluster member may well be an architect or space planner,
but they could equally be a furniture supplier or interiors
contractor, so long as they possess, or if necessary can draw
on, all the appropriate skills and experience required.
Advisory team: develop strategic brief and
value criteria (workbook 2)
These clusters are focused on the emerging need and an initial
group of individuals are pulled together to consider the implications.
Individuals are selected who can respond on behalf of a cluster
and chain(s) to ensure all the necessary areas are covered.
The individuals selected are those who are best able to assist
the client, irrespective of their position within the cluster.
As the understanding of the need clarifies, it may be necessary
to call in additional cluster leaders from other supply chains
not already represented, or to merge lead roles to minimise
the size of the team, whilst ensuring all the principal partners
are represented. Once the appropriate membership has been assembled,
the advisory team will have been formed and will be functioning
in collaborative working mode.
The advisory team helps the client to integrate and develop
the need. They will work with the Client as an integral member
in considering alternative delivery strategies,
such as leasing or contracting out, for example, or reorganising existing
accommodation or functions to alleviate the need. Furthermore,
if a construction solution is considered likely, they will provide
guidance on whether or not this will best be evaluated and delivered
by an Integrated Project Team approach.
If an IPT construction solution is anticipated, the advisory
team will develop the Strategic Brief for the next stage. They
will also develop the value criteria which is a translation
of the key objectives associated with a project into a prioritised
list covering issues such as speed of delivery, capital/revenue
balance, expected lifetime and attitudes to sustainability and
aesthetic appearance.
Core team: create and screen strategic solutions
(workbook 3)
With the strategic brief and value criteria confirmed, the
core team is assembled to create potential strategic solutions.
It is not essential that all the individuals included in the
advisory team move to the core team, but it is expected
that the nucleus of both teams would be the same. As the strategic
solutions develop, some amendment to the core team clustering
may well take place and the cluster representation may change
and/or expand/reduce in number to reflect the evolving project.
At the end of the core team phase a range of strategic solutions
will be screened by the core team (which includes the client)
against the value criteria and, following additional discussions
as necessary elsewhere within the client cluster, potential
solutions will be selected for detailed investigation.
Expand core team and clusters: develop potential
solution (workbook 4)
This detailed investigation will be undertaken by the expanded
core team; expanded to include any additional skills required
to develop the potential solutions identified. These skills
may be added within the core team or by more direct involvement
of extended supply chain members. At the end of this stage the
preferred solution will be confirmed and rolled into full parallel
development and implementation by the Integrated Project Team.
Integrated Project Team: implementation of
agreed solution (workbook 5)
The IPT will comprise the existing core team and expanded
cluster members, further extended to cover all the skills
necessary to take the project through to conclusion. Some
limited realignment of cluster organisation and individual responsibilities may take place at this point, however, this
will reflect an evolution of the skills needed to develop
and deliver the preferred solution, not a change of any or
many partners merely to redirect their ideas to a 'cheaper' party.
Generally speaking, the same parties should be retained, providing
continuity of involvement, ownership and buy-in right through
from inception to completion.
Project proving and review (workbook
6)
The IPT will work together through a series of Gateway decisions
each identifying principles not to be subsequently reconsidered
and all mapped out to ensure decisions are made by the people
most affected, when the decision is needed. The IPT will stay
together until the need is completely satisfied; that means
delivered and proven to meet the Strategic Brief and the value
criteria established at onset. This could be weeks, months or
even years (in the case of turnkey methods such as PFI) after
the project has been put to use.
Finally, in the spirit of continuously improving learning culture,
the whole process will be reviewed and the lessons learned will be shared
within the IPT and industry at large, before decisions are made
about how to disband and/or continue to work together in the
future.
|
