Integrated Building

Design & Construction

Arlene Lanman, P.E., R.A.
Director
OSU Architectural & Engineering Services

www.pp.okstate.edu/arch
 Why Not ‘Business as Usual’
‘Business as usual’ does not result in
p
optimized buildingg design
g and construction.

I
Integrated Design & Construction
dD i &C i
“Interaction
Interaction among all building disciplines,
disciplines
from earliest concept development
throughout the building life cycle,
cycle in order
to achieve integration of design efforts and
operation of the total building.
building ”
‐ ASHRAE Technical Committee 7.01 –Integrated Building Design
 Integrated Building Design & 
Construction Process
Construction Process
● Began 1993 
● Initially, called the C2000 program, a small Canadian 
Initially called the C2000 program a small Canadian
demonstration program for:
‐ High‐performance buildings and the technical 
requirements of:
requirements of:
‐ Energy performance
‐ Environmental impacts
‐ Indoor environment
Indoor environment
‐ Functionality and a range of other related parameters
● The C‐2000 process is now called the Integrated Design 
Process (IDP) as was further developed by Busby
Process (IDP), as was further developed by Busby 
Perkins+Will for the BC Green Building Roundtable, and 
published in 2007 
● A&E has renamed IDP to be Integrated Building Design 
has renamed IDP to be Integrated Building Design
& Construction to include all aspects of a building 
project from conception to in‐life use (life cycle)
 Integrated Building Design & 
Construction Process
Construction Process
Cost effective buildings require that the 
C t ff ti b ildi i th t th
project team is optimized by including the 
entire building team in the design process, 
ti b ildi t i th d i
optimizing their relationship to one 
another and  collaborating on what must 
th d ll b ti h t t
be done to balance the needs of each team 
member against all project goals
b i t ll j t l.
 Integrated Building Design & 
Construction Process
Construction Process
● Frank Lloyd Wright, in his 1939 book An 
O
Organic Architecture, referred to this 
i A hit t f d t thi
process as "organic design"—he used the 
phrase to refer to the integral relationship in 
good architecture between the parts and the
good architecture between the parts and the 
whole—setting out the architect's obligation 
to assure consistency throughout the project 
and at every level of detail.
and at every level of detail.   
● IDP extends Frank Loyd Wright’s concept to 
include not only integration between the 
parts and the whole of the building, itself,
parts and the whole of the building, itself, 
but also integration of the various entities 
that have a vested interest in the project, 
from initial identification of need through 
construction, and then into operation and 
usage.
Integrated Building Design & 
Construction Process
Construction Process
 Traditional Process
Architect Board of Regents

Adjacencies
A&E Program Coordr

City

Risk Mgmt / Insurance

Space Plng Committee

Internal Auditing

Design 
AHJ/SFMO
Consultants
A&E Services

Sustainable Design

Commissioning Agent

A&E Const Mgmt

Construction 
C t ti A&E E i
A&E Engineers

Management Inspection Services

Stds/Guidelines

PP Director

Inspection 
Contractor Services
 Who is In Charge ‐ Traditional
My design, my  Construction is my name,  What a bunch of morons.  
plans, my project! Construction is my game.  Has anybody looked at the 
I’m in charge! I’m in charge! plans, specs, and codes?

My money,  If  you didn’t want 
the inside conditions  Plans! I don’t 
my program.  need no stinking 
I’m
I m the user. 
the user. to be different than 
outdoors, you  plans!
plans!  Just let 
Just let
I’m in  me build it! 
charge! wouldn’t need a 
building

Construction 
Owner Architect Engineer Contractor Inspector
Manager
 Organization‐ Traditional 
(Been There, Done That)
Lanman
Library
CEAT
John T
Hudgins
EHS

McKee Academics

Business Weaver

McLafferty Parking

A&S
McConaghy

Robinson
Marketing
Telecom

Jensen
FACP

Casteel
SU

Burri John H

Jafek
McDonald

Byram
Boles

Armijo
Grimes

CASNR
Peters
VMTH

Brooks
Cyntergy

Reed
Cobb
Nero
F+S+B
McIntire
Wallace
Holmes
H&V
Evans
Oliver
Watson Polak
Organization‐ Capital Projects Manual
(Been There Done That)
(Been There, Done That)
OWNER   
(College)
Lines of Reporting

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ Lines of Indirect Contact

ARCHITECTURE SERVICES IS THE
PROGRAM MANAGER, THE OWNER’S
AGENT
ARCHITECTURAL AND  A/E SEREVICES IS OSU ARCHITECTURE
ENGINEERING  A&E PROGRAM 
COORDINATOR    & ENGINEERING SERVICES
SERVICES
(Owner’s Agent)

SPECIALTY  COTRACTOR
ARCHITECT  
CONSULTANTS &  OR
ENGINEERS CM@RISK

Finish  Pre‐
Carpentry Construction Cost  General
Services Estimator Work
(CM@Risk)

OTHER OTHER
TRADE TRADE

Site and/or 
/ Structural Mechanical Electrical Plumbingg
Foundation
Organization‐ Small Projects Manual
(Doing It But Could Be Better)
(Doing It But Could Be Better)
 Integrated Project Process
● Is not as linear as a traditional
process Architectural, Engineering  & 
● It is a more iterative process Interior Design
that provides:
- Additional flexibility and
dynamism
- Engages all team members
- There is scope for ongoing
learning and the capacity to
address emergent features Project 
and strategies Team

● The project team is still required

to adhere to clear
communication protocols to
minimize conflict and confusion.
However there are more
deliberate opportunities for Client/Users
cross communication
i ti between
b t
team members
 Who is In Charge ‐ Integrated

THE TEAM IS IN CHARGE – WORKING TOGETHER

 The Most Important Factor for Successful Integrated Design is 
Inclusiveness and Collaboration

Conventional Project Process
Involves team members only when 
Involves team members only when
essential
Integrated Project Process
Inclusive from the outset
Inclusive from the outset

Less time, energy, and collaboration  Front‐loaded – time and energy 

exhibited in early stages invested early

More decisions made by fewer people Iterative process

Linear process Whole‐Systems thinking

Systems often considered in isolation Allows for full optimization

Diminishing opportunity for synergies Emphasis on up‐front costs

Emphasis on up‐front
Emphasis on up front costs
costs Life‐cycle
Life cycle costing
costing

Typically finished when construction is  Process continues through post‐
completed occupancy
Integrated Team Organization
More Collaboration Is Required Using
Integrated Design & Construction
Integrated Design & Construction

More Collaboration with Consultants & Users

More Inter‐Office Collaboration

More Collaboration Meetings
More Collaboration Is Required
(W k Fl Di
(Work Flow Diagram)
)
 More Front‐End Time = Better Design
Using Integrated Design & Construction
Using Integrated Design & Construction
 Overall Project Flow
Using Integrated Design & Construction
Using Integrated Design & Construction

LEED 
Assessment
 CORE PROJECT TEAM MEMBERS
• Client and Facility/Student
y User Representative(s)
( )
• Facilities Manager/Building Operator (maintenance and operations)
• LEED-AP
• Design Team
• Architect
• Structural Engineer
• Mechanical Engineer with expertise in:
• Simulation: energy modeling, thermal comfort analysis, and/ or
CFD simulations.
simulations
• Energy analysis: an energy engineer and/or bioclimatic
engineer may be required in order to cover the necessary areas
of expertise, such as: passive solar design, renewable energy
t h l i
technologies, and
d hybrid–tech
h b id t h strategies.
t t i
• Electrical Engineer
• Civil Engineer with expertise in: stormwater, groundwater,
rainwater, and/or wastewater systems
• Landscape Architect
• A&E Construction Manager
• A&E Inspection Services
• Commissioning g Agent
g (building
( g systems
y & envelope)
p )
• Cost Consultant (with experience in life-cycle costing)
• CMAR Construction
• Administrative Assistants
Process Activities & Deliverables
Using Integrated Design & Construction
Using Integrated Design & Construction
 Process Activities & Deliverables Aids
Integrated Design & Construction
Integrated Design & Construction

MEMORANDUM OF UNDERSTANDING
Purpose: The Memorandum of Understanding’s purpose is to provide guidance,
define responsibilities, and establish procedures regarding design and construction
management for a specific project.
project Delineating the responsibilities of each agency /
organization will enable a system to be provided that meets the needs of the user
on time and within budget.

The Memorandum of Understanding (MOU) serves as a written agreement

between the Client/Owner Agency and OSU Architectural & Engineering Services.
As such, the MOU can help prevent misunderstandings, aid in planning, forms the
basis for documentation, encumbrance of project costs, and prompt payment for
services rendered. Architectural & Engineering Service’s project management
costs are enumerated in the compensation section of the MOU.

When Used: A Memorandum of Understanding (MOU), as contained within

Appendices, will be used to execute all major capital construction projects. Projects
with construction amounts less than $2,000,000 will be executed using a Project
Request Form. Client/Owner Agency’s completion and approval of a Project
Request Form will be a prerequisite to development of a Memorandum of
Understanding.

Attachments to the MOU:

•The List of Rolls and Responsibilities may be attached to the MOU to further clarify
the responsibilities of each agency/organization. The generic list of Roles and
Responsibilities will be modified to be project specific.

•The Client/Owner, if an A&M College, will attach a copy of their Purchase Order
(PO) for the services described in the MOU. OSU System colleges are required to
list a valid Account Number within the initiating Project Request form.

Change in Scope after MOU Execution:

•Changes in scope, construction amount, schedule, and fees made after the MOU
has
as been
bee executed
e ecuted shall
s a be eenumerated
u e ated a
and
deexecuted
ecuted via
a tthe
e OSU Architectural
c tectu a &
Engineering Services’ Project Change Request form, which follows on the next
page of this Manual.

Project Request Form Memorandum of Integrated Design Process Whole Building Design
Capital Projects Manual Understanding Roadmap Guide
<$2 000 000 const.
<$2,000,000 t costt Capital Projects Manual http://www.greenbuildingsbc.com/ http://www wbdg org/ Capital
http://www.wbdg.org/
>$2,000,000 const. cost Portals/0/docs/IDP-FINAL.pdf
 Process Activities & Deliverables Aids
Integrated Design & Construction
Integrated Design & Construction
Additional Aids:
● Inspection Services Requirements: Building Code & Standards
Program – G:/ Misc/ Building Inspector/Building Codes Stds Program
Updated 7 30 09.doc
● A&E Sustainability Website:
 Sustainability Presentation – Overview
 Sustainability for Small Projects Presentation
 LEED-NC Checklist
 LEED-NC Rating Booklet
 Green Globes vs LEED Comparison
 Building Energy & Environment Standard 18115
 Sustainability for Small Projects Standard 18130
 Building System Commissioning Presentation
 Building Envelope Commissioning Presentation
 Labs 21
 Team Roles by Phase
Using Integrated Design & Construction
Using Integrated Design & Construction
 Team Roles by Phase
Using Integrated Design & Construction
Using Integrated Design & Construction
Team Roles by Phase (Cont)
Using Integrated Design & Construction
Using Integrated Design & Construction
Team Roles by Phase (Cont)
Using Integrated Design & Construction
Using Integrated Design & Construction
Team Roles by Phase (Cont)
Using Integrated Design & Construction
Using Integrated Design & Construction
Team Roles by Phase (Cont)
Using Integrated Design & Construction
Using Integrated Design & Construction
Integrated Building Design & Construction 
How Do We Begin?
How Do We Begin?
● Pre-Design Visioning Meeting - Determine
basic g
goals and needs, discuss p prior
involvement by students and staff, academic
needs, student needs, analyze space
requirement issues, the constraints and
opportunities of the proposed site, funding and
cost restraints vs. desires.
● Programming Charrette - An open public
meeting to solicit the values, vision, and needs
of the stakeholders, focused on producing a
feasible plan with minimal rework .
- A multidisciplinary charrette team, consists off
the sponsor staff, design and construction
team, key design consultants, and
stakeholders – those being anyone who can
approve, promote or block the project as well
as anyone directly affected by the outcomes
Integrated Building Design & Construction Process
is a BETTER Process
is a BETTER

Questions &
Discussion
 Integrated Building Design & Construction Process
is a BETTER Process
is a BETTER

PLAN FOR DECONSTRUCTION

Apply Life Cycle Analysis

THANK YOU
THANK YOU