Recently, the AIA governing body coined a phrase for new development process called Integrated Project Delivery. Cynergy has been practicing Integrated Project Delivery principles for over 20 years. The basic premise of the delivery approach is the integration of the project consultants and contractors into a cohesive team early in the design process to harness the talent and integrate the skill sets of the project team through effective collaboration and communication. The result is increased owner value, reduced cost and maximized efficiency.

Strategic Planning and Assessment

Listen to the owner and articulate project scope in terms of business overview, metrics, and program needs; create a preliminary development plan for owner review, discussion, revision, and acceptance. Test the project feasibility using market, budget, pro forma, schedule, regulatory and zoning metrics.

Project Team Selection

A key factor in Cynergy’s unique approach to project delivery is assembling the core project team as soon as a general scope of work can be formulated and as early in the process as possible, typically early in the schematic design stage. The core project team includes the core design and engineering team and the general contractor as well as prime subcontractors. This delivery approach integrates the project consultants and contractors into a cohesive team early in the process to harness the talent and integrate the skill sets of the project team through effective collaboration and communication. The result is increased owner value, reduced cost and maximized efficiency.

Design Process

By integrating the design and construction team early in the process, design, constructability and systems selection is constantly vetted with the expertise of the architect and engineers, but also with the experience of the contracting team. Instead of “value engineering” when the final pricing is completed, the project budget is tested and maintained throughout the design process. The process of continuous drawing and pricing results in a project that conforms to the owner’s design and financial requirements and insures that the overall strategic plan is achieved.

Contracting and Competitive Bidding

Based on the scope of work, detailed RFP’s are issued with specific contract requirements including fixed price fee structures for both the design and contracting team. Design team fee structures are based on the scope of work, not a percentage of the project cost. The general contractor and prime subcontractors are selected on the basis of a percent of the cost of the work, fixed general conditions and a costs savings participation percent.

Cynergy utilizes contracts drafted to integrate the project team and are based on key components of typical AIA documents. These contracts have been vetted by multiple owners as well as contractor and design professional’s counsel.

All subcontractors are required to contract with the general contractor on the same basis. Competitive bidding is achieved through the RFP process and at the subcontractor level by requiring multiple bids for each trade and general contractor self-performed work must be validated by third party bids.

IGMP and FGMP

A key component is the guaranteed maximum price structure. Cynergy utilizes a two stage pricing process; initial guaranteed maximum price and final guaranteed maximum price. After the architectural design development stage is completed and prior to completion of construction drawings, the general contractor and prime subcontractors submit the IGMP which is the price the GC is contractually obligated to complete the project. Upon review and acceptance by the owner, construction drawings with details and specifications are completed at which time the GC provides the final GMP. This price is typically lower due to more detailed drawings and specifications and less allowances.

Construction

With the design and construction team fully integrated and functioning as a cohesive team, there is typically a smooth transition from design to construction. The process is further enhanced because the common occurrence of requests for information from the GC and supplemental instructions from the design team are lessened because of the joint efforts of the team throughout the design process. This results in a faster, more efficient and cost effective construction process which in turn results in costs savings to the owner.

Turnover & Commissioning

Direct the turnover and closeout, including monitoring, evaluating, refereeing, and leading the project participants in addressing punch list and warranty items, completion of record drawings, overseeing completion of corrective work, coordinating the construction cost audit to insure that all parties have conformed to the contract requirements.

Process and Methodology Summary

Mandarin Oriental Dallas

Dallas, Texas

A 625,000 square foot, $365 million dollar 5-star hotel and branded residences at 2929 Turtle Creek Boulevard, a highly  desired and irreplaceable location. The project includes 176 rooms and 85 branded residences, full-service food and beverage operations, luxury  spa, fitness area and recreational facilities with  separate guest and resident pools and amenity  decks. Cynergy directed the project design and pre-construction of this development which will will represent the only ultra-luxury hotel in Dallas with an internationally recognized five-star brand. 

CYNERGY

 DEVELOPMENT ADVISORS, LLC

The Ascent

Avon, Colorado

A 132,000 square foot, $60 million dollar condominium development in Avon, Colorado at the entrance to the Beaver Creek ski resort. The project was distressed with a weak general contractor and project team; over budget with hard entitlement expirations looming. After construction was suspended, ownership engaged Cynergy who took control of the project management and completed the development with certificate of occupancy in less than nine months.

P 214-287-0090  |  9911 Champa Drive  |  Dallas  |  Texas  |  75218