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www.biopharminternational.com Manufacturing and Facilities 2022 eBook BioPharm International ® 19 OperatiOns vendors in a highly regimented and fragmented sys- tem. Procurement teams are comfortable with the control implied by this approach, but an increasing number of companies, under constant pressure to move at warp speed, are recognizing its deficiencies. That discomfor t was revea led when CRB asked more t han 500 life sciences leaders to ran k t heir preferred project delivery method, and then to dis- close their level of satisfaction with that method. The results, which are included in t he 2021 Hor i- zons: Life Sciences report (3), show that traditional projec t del iver y ra n k s nea r t he top i n ter m s of preference, whi le integrated project deliver y sits in last place. The reverse is tr ue when it comes to overa l l sat i sf ac t ion , wh ic h res pondent s judged based on quality, speed, and cost: integrated project deliver y shoots up the rankings, while traditional methods fall dead last. Although the survey focused on the North Amer- ican life sciences market, this trend is playing out on a global scale. Companies are looking for alterna- tives to the approach they've always known to get re- sults they've never seen before. But what does it look like to leave well-established but under-performing deliver y methods behind, and embrace integrated project delivery? The business case alignment phase During t h is phase, t he project team col laborates w it h t he ow ner to understand t he project's over- arch ing 'why'. W hat are t he business drivers be- h i nd t h is projec t? W hat does t he ow ner hope to achieve? What value does the owner expect to get for their investment? The project team can then pressure-test this vi- sion within the project's cost and scheduling bench- ma rk s. Exper ts f rom t he ow ner's side work w it h their design and construction partner to evolve, re- vise, and sharpen that vision until they're certain that it's achievable within those constraints. That early certainty becomes a commitment, which will shape all future decision-making on the project. T h is phase d iverges f rom t he ea rly stages of a more traditional project in one important way: in- stead of immediately developing solutions, the team starts by developing a shared understanding of the problem they're trying to solve. Rat her t ha n cost i ng more t i me, t h is approach ac t ua l ly accelerates t he overa l l projec t t i mel i ne by creating an oppor tunit y for the client to share their knowledge, project requirements, specifica- tions, and other variables up front. This early dis- closure of critical information positions the project team for a more streamlined downstream process— no stalling while the team waits for important de- t a i ls, a nd no con f usion over t he projec t's t a rget scope, cost, or schedule. The chartering phase The lean principle of 'respect for people' plays an impor ta nt role across t he whole integrated proj- ect delivery lifecycle, but its greatest impact is felt during this phase, which has one goal: to establish a fully integrated project team, united by a shared commitment to the project's target value. The first step in this phase is to onboard selected trade partners and invite them to the table along- side the project owner and manufacturing ser vice provider. This step looks ver y different from more traditional approaches, in which trade partners have no inf luence over early decision-mak ing, despite their specialized exper tise. The char tering phase corrects this missed opportunity by soliciting that expertise from day one. T h is ea rly i nteg rat ion of upst rea m a nd dow n- stream stakeholders creates a cohesive, end-to-end project team, and it invites that team to collabora- tively define the project's conditions of satisfaction. TABLE I. The terminology of integrated project delivery. Traditional delivery methods Integrated project delivery approach Concept design, basic design, detailed design, procurement, construction, etc. Behind these terms lies the assumption that successful delivery depends on a system of stage gates, in which tasks are handed over from one fixed group of individuals to another and each task must be fully complete before the next can begin. A culture of checks and balances Originally developed to manage risk, this cultural approach encourages team members to deflect problems and protect their own interests, even if those interests conflict with overall project success. Business case, alignment phase, chartering phase, execution phase, turnover phase These terms indicate a shift from gated tasks to a more flexible approach. Rather than focus on a rigid set of deliverables, these phases encourage teams to focus on the project's value, and to make shared commitments which support that value. A lean culture A lean culture is grounded in four principles: respect for people, customer value, continuous improvement, and a commitment to optimizing the whole, not just parts. These values drive lean behaviors across the team.