Experiences with Integrated Project Delivery (IPD)

This article presents the integrated project delivery (IPD) as one such possible approach. IPD (or project alliance in Switzerland) is based on the fundamental principle of equal partners working towards a common overarching goal.

by Torsten Wenk, Léonie S. Mollet and Caroline Alexandra Stadelmann

The waste and energy industry is facing the challenging task of maintaining existing infrastructures and implementing new infrastructure both quickly and efficiently. These technically demanding, large-scale projects are characterised by multi-layered stakeholder situations and have to navigate complex political landscapes for their financing and consenting process. To realise these projects, the parties involved are typically linked by intricate contractual structures, based on numerous individual contracts.
As a result, communication often becomes difficult, and innovation may be hindered amidst stakeholders who are trying to guard their own interests. At the same time, demand is at an all-time high: consulting, planning and construction services are highly sought-after, while resources are limited. Therefore, it is paramount that we develop alternative models of cooperation between project partners, that allow us to provide the necessary infrastructure within the current constraints.

This article presents the integrated project delivery (IPD) as one such possible approach. IPD (or project alliance in Switzerland) is based on the fundamental principle of equal partners working towards a common overarching goal. This partnership is based around a commitment of all core stakeholders (i.e. the client, planners and contractors) to the project success and focuses on enabling genuine collaboration. Accordingly, they share opportunities and risks alike, with a joint contract or even just an agreement tying the different parties together. In addition to their participating in both financial success and failure, IPD organises project teams around cooperative decision-making and direct cooperation across organisations.

This assessment, from a consultant’s and planner’s perspective, is then illustrated by a practical example: Project Energie 360° encompasses the expansion of district heating infrastructure near Zurich. While there are many different ways to implement IPD in these complex projects, the best fit for this particular endeavour uses an IPD light. As such, the collaboration is based on a shared commitment and an open-book billing model, rather than vast binding contractual agreements. The project organisation itself uses sprint cycles instead of rigid waterfall project management to allow the necessary flexibility for following current project needs. The team usually works in tandems (i.e. groups of two) across organisations, which fosters an environment of trust, transparent and quick decision-making. Essentially, work is organisation around what needs to be done to ensure project success.

Surely, setting up an IPD project can be a time-consuming process, as it involves finding the most suitable project partners for such a culture of working together. However, once these projects are up and running, they can progress significantly faster and smoother than their traditional counterparts. Even from a planner’s point of view, this is a striking success: IPD allows planning teams to be available for new projects quicker and to train the next generation alongside, which is essential within an industry suffering from a lack of skilled workers. And in the end, it enables us to not only ensure the project’s success using less resources, but also ensures we are proud of what we are creating together (while having fun alongside).

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published: Abfallwirtschaft und Energie, Band 2, 1|2025
Keywords: Energy Recovery, Resource management, Mixed Waste, Switzerland