The team prioritized collaboration and transparency among all stakeholders from the beginning of the project using key components and principles of an Integrated Project Delivery (IPD) method. The goal from mobilization was to work within a synergized team to provide certainty and long-term efficiency and reduce redundancies between architects, engineers and contractors. A team charter was created to hold all parties accountable, tasking the team to elevate the delivery process and empower everyone to provide value through the team name "AKM (All Knowledge Matters)."
By co-locating, and following the IPD principles, the team collaborated to produce shop drawing level permit drawings, which ultimately resulted in more complete project documents, improved coordination, increased ability to prefabricate major components, less cost/time to build, and less rework.
DPR used a combination of a critical path method (CPM) and lean planning techniques to track big picture progress and meet schedule dates for the project.
This commitment led to the project achieving zero defects, which means the project had no punchlist items at the time of substantial completion. From the beginning, quality checks occurred at the time of installation. Team members conducted weekly quality walks and developed a rolling completion list (RCL) of quality items that required resolution prior to the completion of each construction phase. Using a program called PlanGrid, the RCL was available in real time to subcontractors through tablets and smartphones, allowing quality defects to be resolved throughout construction “on the fly,” rather than at the end of construction.
From start to completion, 2,596 quality items were tracked and resolved, which resulted in the project successfully achieving zero defects at substantial completion. It is the largest DPR project to achieve this honor to date, and prompted Banner’s vice president of construction to call it the best project he has ever seen!