Expectations vs. Reality in Collaborative Project Delivery Systems
Integrated Project Delivery (IPD) sounds like a dream come true for owners.
In theory, it promises fewer disputes, shared goals, tighter schedules, and better cost control.
But in reality?
Many owners walk into IPD expecting to delegate, not participate — and that’s where the trouble begins.
The truth is, IPD is not a hands-off model. It’s a collaborative Project Delivery System that requires active, informed participation from all stakeholders — especially the owner.
Let’s break down why owners often feel unprepared, what their role really involves, and how they can set themselves (and the entire project) up for success.
What Is IPD — and How Is the Owner’s Role Different?
Traditional delivery methods (like Design-Bid-Build or even Design-Build) typically put the owner at the top of the hierarchy, issuing contracts and managing risk by handing it off.
In IPD, the structure changes. It’s less “I hired you to build” and more “we’re in this together.”
The owner becomes a core team member, not just a funder or reviewer.
This means:
- Risk is shared, not passed off
- Decisions are collaborative, not command-and-control
- Success is measured as a team, not by individual performance
That’s powerful — but it also requires a major mindset shift.
The Expectation vs. Reality Gap for Owners
Let’s be honest: most owners come into IPD thinking they’re getting…
- More visibility
- Better communication
- Less risk
- A smoother process
All true. But here’s what they often don’t expect:
- Being in the room for weekly decisions
- Co-developing strategies with contractors and designers
- Navigating conflicts in real time — not just reviewing outcomes
- Taking ownership of scope creep, design changes, and cost shifts
- Investing in people and collaboration tools from day one
It’s not just a contract — it’s a commitment to show up and stay engaged.
What Makes Owners Unprepared for IPD?
Here are a few common pitfalls:
1. No Internal IPD Playbook
Many organizations don’t have internal guidance on how to operate within an IPD model. Everyone is learning as they go — which slows down decision-making.
2. Lack of Cross-Functional Team
IPD demands representation from finance, legal, operations, and facilities, not just project managers. If the owner only shows up through a single lens, collaboration suffers.
3. Over-Reliance on External PMCs
Some owners hand off everything to external project consultants or CMs, expecting them to “do IPD for us.” But without internal ownership, alignment quickly breaks.
What Owners Need to Succeed in IPD
Let’s make this practical. If you’re stepping into an IPD environment, here’s what you need:
1. A Dedicated IPD-Ready Core Team
- Include stakeholders from design, construction, operations, finance, and IT
- Ensure team members have decision-making authority
- Assign roles clearly (facilitator, integrator, data lead, etc.)
2. Clear Understanding of Shared Risk
- Align internally on how much risk you’re willing to own
- Make sure leadership supports shared risk from the top
- Build trust — not just legally, but culturally
3. Digital Tools That Support Collaborative Workflows
This is where Teknobuilt’s PACE OS shines.
“Owners need tools that don’t just collect data — they need tools that bring the team together. PACE OS gives all stakeholders visibility, task ownership, and real-time progress tracking within a single collaborative environment.”
PACE OS supports the integrated nature of IPD by:
- Offering real-time dashboards for all stakeholders
- Enabling cross-functional workflows with shared accountability
- Reducing delays through proactive task and dependency mapping
- Making risk and progress visible and actionable
This isn’t just about having a platform — it’s about aligning people through technology.
4. IPD Training & Culture Building
- Invest in IPD training for internal and external teams
- Align on shared values (transparency, accountability, collaboration)
- Encourage early team-building sessions, even before design begins
Expert Insight
“The most successful IPD projects are led by owners who act as integrators, not dictators. They create space for others to lead while staying fully engaged themselves.”
— Barbara Jackson, Professor, Integrated Project Leadership, Colorado State University
Key Takeaways
- IPD is a team sport, not a procurement model
- Owners must be active participants, not passive reviewers
- Success requires internal alignment, trust, and tools that support shared delivery
- Teknobuilt’s PACE OS can be a powerful enabler of this collaboration
Final Thoughts: Don’t Just Sign the Contract — Show Up
Integrated Project Delivery works. It reduces waste, improves outcomes, and builds stronger relationships.
But only if everyone — especially the owner — is all in.
If you’re an owner thinking about IPD, ask yourself:
Am I ready to collaborate, decide, adapt, and lead?
If the answer is yes — or you want help getting there — start with the right systems, the right team, and the right mindset.
And remember: in IPD, your presence is the most valuable deliverable.
