At Implenia we offer a current selection of partnership models. These are the very familiar total contractor (TU), general contractor (GU) and general planner (GP), but also the new and innovative Integrated Project Delivery (IPD) model.
Integrated Project Delivery (IPD)
Integrated Project Delivery, IPD means "integrated project delivery".
The approach creates an environment in project work that promotes cooperation, innovation and value creation. It also incorporates approaches from the lean management philosophy.
Goal: Increase efficiency in real estate projects and improve results.
Cost overruns, delays, loss of quality, inefficient planning and execution, dissatisfied investors, buyers and users - the list of challenges in the real estate industry is long. Implenia wants to drive forward transparent, goal-oriented and partnership-based collaboration and is launching pilot projects based on the Integrated Project Delivery (IPD) approach.
FIVE EQUALLY IMPORTANT CORE ELEMENTS OF IPD
Early involvement of stakeholders: Continuous collaboration between clients, planners and builders from the start to the end of the project
Joint opportunity and income strategy: Performance-related, transparent compensation for all parties involved in the project: “everyone wins or everyone loses”
Joint project management: All project team members work across company boundaries as an integrated whole with equal rights and joint responsibility for the success of the project
Multi-party contract between clients, planners and builders: All the parties involved agree the goals and set collaboration rules covering culture, organisation, methods, processes and the compensation system
Liability and project insurance: Reciprocal liability exclusions help to marry together everyone’s interests and foster trusting working relationships
The total contractor assumes overall responsibility for all phases of the project, from planning and coordination to turnkey implementation. This means that the client has a single point of contact during the planning and execution of the construction project, as well as quality and cost certainty. A contract for work and services is concluded between the client and the total contractor. In this contract the planning and execution services, the remuneration and the deadlines are essentially agreed.
The client concentrates exclusively on strategic decisions and on his own core competencies. The early involvement of the total contractor in the planning process is important so that the total contractor can make optimum use of his experience and know-how for the benefit of a construction project that meets quality, schedule and cost requirements, and can identify potential as early as possible. The contractually agreed services can be secured by performance and warranty guarantees. If the total contractor does not provide the services himself, he concludes separate contracts in his own name and for his own account with planners, specialists, contractors and suppliers.
Cost and schedule security
Only one contact person and thus fewer interfaces and coordination efforts for the client
Clear allocation of responsibilities for warranty claims
Turnkey realisation and planner's liability lie with the general contractor
The general contractor is an experienced service provider who will construct a usable and turnkey building. He bears the responsibility for quality, schedule and cost reliability in the execution.
With this model, the client has one contact person each for the planning with the planning team and for the execution with the general contractor. In addition to monitoring activities, the client also coordinates between planning and execution. The contractual relationship with the general contractor is a contract for work. There are the classic forms such as
Contract with cost ceiling
Contract on account.
Lump sum contract: The general contractor guarantees to carry out the project at the agreed lump sum (including inflation).
Global contract: Lump-sum contract with retrospective settlement of inflation based on objective criteria.
Cost ceiling guarantees: Agreed and guaranteed maximum limits. If costs fall below the cost ceiling, the difference is divided according to the agreed arrangement.
Settlement: The general contractor is paid the stated net construction costs plus the fee for project management (GU fee and TU risk). The cost and deadline risks are borne by the general contractor.
Cost and schedule security
Different contract models are applicable
Easier assignment of responsibilities for warranty services
With the general planner, the client has a single point of contact during the planning of the construction project. The general planner is responsible for the coordination of all planning services (and partly also execution services).
In contrast to awarding the planning services to individual companies, the responsibility for preparing the necessary design documents can be transferred to a general planner. This means that the client has only one contact and contractual partner during the planning phase. The general planner is responsible for the coordination of all planning services. The general planner can also take over the coordination of the planners during the execution. The client nevertheless bears the scheduling and financial risks.
Greater flexibility and design freedom
Independently regulated contractual relationships Planners and execution
Economical and faster planning
Flexibility in the processing model through possible change to GU or TU