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20 BioPharm International ® Manufacturing and Facilities 2022 eBook www.biopharminternational.com OperatiOns Team members are empowered to identif y which deliverables will play a role in meeting those condi- tions and generating value. If a particular deliver- able isn't mission-critical, it's cut from the process— even if that's "how we've always done it". Using this approach, team members can stay focused on the project's target value without wasting effort on ex- traneous activities. Early team integration has another key benefit: thanks to the cross-pollination of expert ideas and solutions f rom day one, the char tering phase en- ables early cost and scheduling certainty and max- i m izes t he i mpac t of lea n tools l i ke ta rget va lue deliver y (4). As a result, all team members are in a position to make a firm commitment to the same objec t ive, w it h t he u nderst a nd i ng t hat a l l tea m members share the project's risks—and its rewards. The chartering phase drives early cost certainty Some project teams focus on a chartering document. That's a good first step, but we find that prioritizing on the process of chartering—rather than its deliv- erable—is the key to early cost certainty (Table II). The execution phase The benefits of integrated project delivery multiply as projects evolve. By this phase, they're abundant. The challenges that snarl progress and drive costs higher during typical downstream delivery—chal- lenges like design clashes, frequent requests for in- formation, or supplier delays—are reduced or elim- inated, thanks to the early integration and input of the cross-functional project team. Removing these challenges is just one advantage of integrated project deliver y. What this approach adds to the delivery lifecycle matters just as much. Ta ke long-lead equipment, for example. Because the integrated project team is able to reach design cer ta int y much ea rlier, t hey ca n ma n ipulate t he sequence of del iverables ba sed on supply ch a i n t i mel i nes a nd ot her const ra i nts. T h is adds even more s peed a nd f le x ibi l it y to t he projec t , help- ing to ensure on-time deliver y. It also adds to the project's qualit y and safet y profiles, because proj- ect teams have more opportunities to shift certain con s t r uc t ion ac t iv it ies f rom t he u npred ic t able environment of a jobsite to the controlled conditions of an offsite manufacturer (5). The turnover phase When discussing t he critica l role of bringing ex- perts from across the delivery lifecycle to the table as early as possible, the indication is to bring in all experts—including the commissioning, qualifica- tion, and validation (CQV) team. Their input during ea rly decision-ma k i ng pays of f here, du r i ng t he turnover phase, when the integrated team is close to realizing the project's target value but still faces the hurdle of transferring substantial knowledge, documentation, and responsibilities to the owner. Because of the CQV team's early input and con- sistent participation in the project's evolution, this process happens smoot h ly and quick ly under an integrated project deliver y approach. Rather than waiting for the building's physical completion, the CQV team is able to proactively maintain accurate a s-bu i lt d raw i ngs, s ys tem s m a nu a l s, a nd ot her critical documents throughout the delivery lifecy- cle. This approach dramatically reduces the back- and-forth that's typically necessary to organize and TABLE II. Chartering process. Project Cost certainty results (Delta to Target) Cost certainty point % Project schedule used to achieve % of TIC spent to archieve Industry benchmark metrics (2016 McKinsey Report) +10% to > 20% +15% to > 50% 2% to > 10% CRB ONEsolution Benchmark Metrics (2021) < 0% < 15% < 2% Project # 1 Benchmark (2018) - 14% 23% 7% Project # 2 Benchmark (2018) - 11% 25% 6% Project # 3 Benchmark (2019) - 10% 35% 3% Project # 4 Benchmark (2019) - 13% 28% 18% Project # 5 Benchmark (2020) - 7% 25% 7% Project # 6 Benchmark (2020)* - 6% 5% 1% Project # 7 Benchmark (2020)* - 1.2% 13% 1.8% * Chartering phase/process developed and used in lieu of chartering event/document.