This study examines the collaboration processes of three recently completed GSA projects to link high-performance outcomes with integrated decisions made during the design and construction processes. The study focused on economic impacts and risk assessment, and includes an assessment of related performance-based contracting provisions.
The findings of this study support the use of collaboration processes on future projects. We seek to influence improvements to government procurement processes and offer lessons learned for project teams seeking to implement integrated processes and performance contracting.
Development of Case Study Categories
The research team has experience with several studies on integrated project delivery (IPD), high-performing buildings, and collaborative practices. For the analysis of the cases in this report, we adapted Case Study Categories from prior studies: context, key ingredients, team outcomes, and building outcomes. This framework functioned as a guide for data collection and was refined throughout our research.
The presentation of this report follows the framework established by the Case Study Categories. Categories identified by the research team as key ingredients are organized as horizontal bars along the top of each panel. Tabs for specific topics are grouped beneath those bars. Tabs running on the vertical axis help the viewer navigate the three cases as well as compare the cases. Team Outcomes are integrated into the text under a variety of topics. Building Outcomes are addressed in the High Performance category, and the Building Innovation category provides specific examples from each project.
For more information on the research methodology, visit the "Research Methodology" section of the Case Study.