Construction Management

Lean Project Delivery

Presenter: Sam Spata, AIA

Architect / Lean Project Delivery
Sam Spata, AIA
Architect / Lean Project Delivery
• Architect
• Previously, Managing Director
of architectural practices in NY,
London; National EVP of
integrated A+E practice
• Former Board Member, Lean
Construction Institute
• Chair, New York Chapter of
LCI, LeanNY
 Outline
Part 1
Project Delivery
Theory of
Lean

Part 2
Lean Project Delivery
Independent Study
 Part 1: Project Delivery

• Why
• A brief history of project delivery
• Theory of Lean
• Takeaways | Intent
 Why?
• Wasteful
– 30% - 50% inefficiency estimated in the USA
– United Kingdom 2025 Challenge

• Litigious
– Too much effort goes into fixing blame, rather than fixing problems
– Too little effort goes into delighting the client

• Unhappy
– Design + Construction is painful
– Results are less than expected
 What is a Project?
“…a means to a means to an end”
- Prof Peter Barrett, Salford University
past president CIB (International Council for the Built Environment)

Time
Revaluing
Construction
Transaction
Role
By Peter Risk
Barrett Purpose
Forms of Project Delivery
O

BIM
High

D C
Design Build IPD
O O
O
O
D C D C D C
C
Design
Client Integration

D T D T BIM
Novation Assist
D T
O
Design Assist
O D C
‘on Steroids’
P3
T
D C GMP
Design Bid Build

Design + Construction Collaboration High

BIM Building Information Model O Owner C CM A Architect T Trade
 Comparative Features

Design Design
P3 Lean IPD
Build Assist

Reduce Avoid Date Promises Validated

Time
Work Re-Work Certain Kept Objective

Single System-by- Financial

Transaction Collaborative Relational
Source System Close

Sub- Owner- Sub- Owner- Joint Project

Design Role
Contracted Sensitive Contracted Sensitive Leadership

Constructor Less than Financial Gainshare

Risk Reliability
Trust Traditional Pro-Forma Painshare

One Throat Construct- Return On Network of Validated

Purpose
to Choke ability Investment Commitments Outcome
A Brief History of Project Delivery
 Owner

Constructor Designer
 Higher
Satisfaction

Owner
Expectations
Recession

Recession

Recession

Recession

Recession
Designers &
Constructors
Response
Lower

1960 1970 1980 1990 2000 2010

Time
 Higher
Satisfaction
Lower

1960 1970 1980 1990 2000 2010

Time
 Higher
Satisfaction
Lower

1960 1970 1980 1990 2000 2010

Time
 Innovation = Lean Project Delivery
Higher
Satisfaction

BIM = The New Standard of Care

Lower

1960
Time 1970 1980 1990 2000 2010
Part 1: Theory of Lean
 “ A project is a network of commitments” – Greg Howell

Predictable workflow
freeing human capacity

Changing the
Impeccable to focus on innovation &
continuous improvement
structure of work, Coordination
elevating cost &
other values to
drive design
Align financial
Projects as Projects as incentives; move
money across
Production Collective boundaries for
project optimization
Systems Enterprise rather than trade or
silo focus

Source: Greg Howell (LCI); Will Lichtig (Boldt)

What’s in it for me?
What’s in it for my firm?
What’s in it for my client?
 Feedback

What did What did

you (the the
audience) speaker
takeaway? intend?