7:00 am Chair’s Opening Remarks

The Owner’s Perspective of IPD & IPD-Lite

7:10 am Revealing our Lean Journey to Harness IPD-Lite: Why is This Our Model For Success at Marshfield Clinic?

  • James Lynn Vice President, Facilities Services, Marshfield Clinic


  • Reviewing our lean journey to improve project delivery and how that has enabled success with IPD-Lite projects
  • Understanding why IPD-Lite is the delivery model of choice for our projects: What are the major roadblocks standing in the way for us embracing Pure IPD with contractual support?
  • Discussing how we are able to drive the right collaborative behaviors and incentivize our team without an IFoA in place

7:50 am Scaling Down IPD Best Practices for Success on Smaller Projects

  • Terri Gosine Director of Integrated Infrastructure Services, Edmonton Public Schools


  • Is there such a thing as too small?: Discussing our learnings over the
    course of several small projects, the losses, alternative models adopted
    to make this possible, and how we have been able to achieve success
    with IPD on projects worth below 10 million dollars
  • Exploring how tools established for large teams can be adapted and
    scaled down successfully to facilitate these projects
  • Confronting the challenges with IPD on smaller projects and reflecting
    on what further changes would need to be made to make this a more
    appealing option for other owners

8:30 am Working Groups: Evolving & Presenting a More Compelling Business Case For IPD


  • Session One – Owner’s Roundtable: Overcoming Internal Pushback & Moving Towards IPD
  • Session Two – Building the Business Case to Get More Owners Engaged
  • Session Three – Selling The Benefits of IPD to Attract More Trades & Build Industry Experience

Following the morning’s opening sessions, these working groups will give you the chance to reflect on what this means for you, and how you can use this information to overcome existing barriers with your internal and external clients.

9:00 am
Structured Networking & Morning Refreshments

Improving the Governance of Pure IPD Projects

9:40 am Exploring How to More Effectively Harness & Streamline Validation on Projects to Set The Entire Team On-Track for Success


  • Defining what the validation phase of a project is, what it is not, and how it supports IPD
  • Underlining the steps that need to be taken and how teams can more effectively work together to achieve project validation in a short period of time
  • Supporting your client to determine conditions of satisfaction and aligning critical success factors for all key stakeholders to clarify what success looks like as a team
  • Leveraging the outputs of validation to define key performance metrics that can be tracked and consistently adjusted throughout the project to keep everyone focused on the same end goal

10:20 am Panel: Discovering Ways to Ease Contract Negotiations & Map Your Risk & Reward Model With All Project Partners

  • Vinson Chapman Vice President & Managing Principal, Hoar Program Management LLC
  • Jeannine Tse Director of Commercial Risk Governance, Associate General Counsel, Stantec
  • Deon Wilner IPD Practitioner, ISL Engineering
  • Karen Conrod Knowledge Area Leader - Business Operations, Herrero Builders
  • Todd Mandel VP Legal Infrastructure & Risk Management, Bird Construction


  • Ensuring your risk and reward model is well defined, payment milestones are clear, and all parties are on the same page culturally and contractually: Where are the common points of contention and the details that get missed in upfront conversations?
  • Examining different ways of defining cost and overhead so that it is acceptable for all parties and communicating this with clarity so that everyone understands what is billable and what is not
  • Discussing lessons learned on projects to streamline contract negotiation and ensure conversations remain productive and efficient
  • Determining the potential for having a more standardized industry model for calculating fees, costs and overheads: Is this feasible and what more can be done to support teams to work through this?

11:00 am Case Study: Easing the Headache of Drawing Together Multiple Business Systems into a Single, Robust Model for Tracking & Managing Costs

  • John Reich Senior Preconstruction Manager, The Beck Group


  • Establishing the cost model and right contingency amount for your project to understand teams’ financial goals upfront
  • Highlighting the difficulties of drawing together different business systems into one, and how the team set out to tackle these challenges
  • Revealing how the owner established a comprehensive cost reporting system for our team and ensured a thorough understanding of how all partners would accurately track and report costs upfront
  • Assessing how data integrity was established and maintained throughout the project: What were the additional resources and processes put in place to monitor this, what changes did each partner make, and what would we do differently next time?

11:40 am Panel: Is Cost Modeling and Budget Forecasting a Myth or Reliable Process in Adding Value to the Health of Your Project?

  • Mike Doiel Senior Vice President & Director of Alternative Delivery & Strategic Pursuits, HDR Engineering
  • Peter Morris PCC Americas Practice Leader, AECOM
  • Mark Sands Founder, Building Catalyst
  • Glenn Ballard Director, Project Production Systems Laboratory, University of California Berkeley


  • Reviewing robust cost modeling methods and scenario applications
  • Underlining the importance of regular, accurate cost forecasting to remain relevant as a project advances
  • Understanding the capabilities and limitations of your teaming partners to ensure a consistent, robust target value delivery structure that is manageable and credible
  • Establishing expectations and discipline to ensure that you have the right forecasts and cost certainty to inform decision making

12:20 pm
Lunch Break

1:10 pm Benchmarking Ways to Maintain Full Honesty & Transparency Over True Costs Throughout the Project

  • Vinson Chapman Vice President & Managing Principal, Hoar Program Management LLC


  • Mapping out a clear process for tracking and documenting costs throughout the project that is easy to adopt and promotes cost transparency: What are the formats and templates we used and how could they have been improved?
  • Discussing the compromises and safeguards that can be put in place to make all companies feel comfortable sharing cost structures with competitors
  • Harnessing approaches such as auditing and project controls to further reinforce cost transparency
  • Overcoming resistance to share when things are going wrong and the early signs to look out for to ensure that the wider team can step in to help

Securing the Right People & Culture for Success

1:50 pm Panel: Exploring What Really Makes a Difference in Partner Selection to Get the Right Companies & Individuals to Stay Committed to IPD


  • Establishing the skills and characteristics to look for that demonstrate a potential partner has the true commitment and capacity to operate under the IPD model, with the right staff available for the job: How do you go beyond marketing speak during partner selection?
  • Evaluating the plus/deltas of tendering partners with a history of working together vs bringing together a new team and how owners have combatted the various challenges with each model
  • Discussing when teams have made the wrong selections and what was learned as a result of that process to avoid making similar mistakes in the future

2:30 pm Evaluating the Most Successful Initiatives to Drive Lean Behavior & Sustain High-Performing, Collaborative Teams


  • Deconstructing the incentivization model to understand how this resonates with different levels of personnel in the team, and what motivates people beyond division of profit
  • Exploring the role of the owner in maintaining drive and motivation long-term and the most effective initiatives that can incentivize teams beyond contractual stipulations
  • Benchmarking different tools and activities that teams have used to keep the entire team focused on critical success factors and drive personal accountability?

3:10 pm
Afternoon Refreshments

The Good, The Bad & The Ugly IPD Experiences

3:40 pm Case Study: Exploring How Our Team Managed When We Lost Sight of the Fundamental Principles of IPD


  • Discussing the lessons learned from pushing forward with a project too fast and how this resulted in the team losing sight of the fundamental project principles
  • Revealing the upheaval experienced by the project when Covid impacted the Client’s business model and how the team had to manage that change
  • Getting back on track: How did the team set back on the right course to close out the job and collate lessons learned for future projects?

4:10 pm Case Study: Revealing the Hurdles Faced When Pushing the Boundaries of Innovation on a Large Pure IPD Project

  • Emmy Heikkila Design Project Manager, Performance Contracting
  • Mike Carter Director of Preconstruction, Pan Pacific Mechanical
  • Nate Gamble Senior General Superintendent, Pan-Pacific Mechanical
  • Victoria Cowan Director of Integrated Design & Construction, Performance Contracting Inc.


  • Exploring the ramifications of decision making without the Core Group
  • Highlighting the challenges when a significant trade partner isn’t part of the IPD structure
  • Determining the last responsible moment without the right stakeholders in the room
  • Discussing the timeline of implementing innovations to avoid negative impacts to the project delivery

4:40 pm Working Groups: Share Your Experiences & Stop Reinventing the Wheel!

  • Craig Webber Principal, Group2 Architecture
  • Victoria Cowan Director of Integrated Design & Construction, Performance Contracting Inc.


Following our case studies, this will be your opportunity to split into smaller working groups to confront some of the challenges in the spotlight, discuss your own experiences of similar situations, and brainstorm potential actions that could be taken on future projects to course-correct more quickly should this happen again.

5:20 pm Chair’s Closing Remarks

5:30 pm End of Day One