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Integrated Design & Construction – Single Responsibility

A Code of Practice


Colin Harding
BSc Tech Hons

Chartered Construction Manager
Past President CIOB





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The code of practice for Integrated Design and Construction-Single Responsibility (IDCsr) integrates within a single team all the key participants involved in the process of designing and constructing a successful project. The objective of the team is a focus on delivering the end product within pre-defined parameters. This marks the final extension of the paradigm shift initiated by Sir Michael Latham almost two decades ago and then further developed by Sir John Egan.

This document describes the next logical step by outlining a practical way of delivering a product through effective collaboration between the professionals involved. This is done by effectively merging the various stages of traditional design and project management. Resonance of many of the themes and concepts incorporated can be found in recent innovative procurement models being supported by the Cabinet Office. In the private sector, the practice of an integrated team approach, particularly where a single entity is responsible for design, delivery and operation, has already found its niche in a variety of sectors.

I congratulate the initiative and efforts of Colin Harding, PPCIOB and his team whose knowledge, experience and vision have been instrumental in creating this pioneering Code of Practice as the most comprehensive document formulating the practical application of a single responsibility team approach in the built environment.

I am pleased that the CIOB is continuing to lead from the front in the collective effort to drive the necessary culture changes in the industry, and this Code of Practice will stimulate significant improvements to the processes and practices of project design, delivery and management in the built environment.

President (2010-2011) CIOB
Chairman, Wates Group
Chairman, CITB
Chairman, UKCG
Chairman, BRE Trust


Much of this Code of Practice is based on my 50+ years of personal experience in construction management; however, it could not have been completed without the help, advice and contributions from the working group set up by the Chartered Institute of Building (CIOB). I am pleased to acknowledge the valuable contribution made by this group that comprised the following members (in the order of their involvement with the project):

  1. Professor John Bale: for his encouragement, practical advice and suggestions regarding value management and the construction management process and for reviewing and correcting my final draft.
  2. Dr Sarah Peace: who helped set up the structure of the Code of Practice and methodology of the working group and for freely sharing her valuable knowledge of partnering and collaborative working in the construction industry.
  3. Mark Allies: who had previously worked with me leading successful IDCsr projects for his critical insight into the detailed IDCsr project management issues, originating sections and commenting on innumerable drafts, including the IDCsr Model Sale Agreement Terms and Conditions.
  4. Stuart Keen: for his practical advice and contributions to the design and design management process sections.
  5. John Eynon: for sharing his comprehensive knowledge of design management systems and for contributing the key design management sections.
  6. Professor Farzad Khosrowshahi: gave freely of his considerable experience of academic authorship to help me set the right ‘tone’ and language for this Code of Practice, as well as the clarity of the charts and diagrams and also for his positive criticism and suggestions regarding the construction management process and management structure. Farzad contributed the comprehensive section on ICT, as well as reviewing and correcting the final draft of the Code of Practice.
  7. Gavin Maxwell-Hart: for his advice on the structure and content of the construction management sections and for sharing his considerable experience of major collaborative working projects.
  8. Asmau Nasir-Lawal: for sharing her experience of client needs and aspirations and originating the Client team roles, responsibilities and skills section.
  9. Arnab Mukherjee: for researching and collating all relevant background information from the start of the project and for his invaluable work in drawing up the initial versions of the charts and diagrams.
  10. Vaughan Burnand: for sharing his considerable experience of the management of design and construct/collaborative working projects and for originating the sections on Health and Safety and Quality Management.
  11. Saleem Akram: for his encouragement, advice and seemingly never ending list of useful contacts.

The IDCsr Project Insurance cover was developed from the Cabinet Office's work on Integrated Project Insurance by:

  1. Steven Bamforth: Griffiths and Armour
  2. Martin Davies: Integrated Project Initiatives Ltd.

I accept full responsibility for originating the IDCsr Model Sale Agreement Terms and Conditions, but could not have completed the first draft without the sage advice of the doyen of construction law, Conrad Freedman.

The starting point for the agreement was a luxury yacht sale agreement provided by Jonathan Macklin: Sunseeker Yachts Poole.

The first drafts, was then further amended with the help of a CIOB review group comprising:

  1. Trevor Drury: Morecraft Drury
  2. Tony Shenton: Wates Construction North West
  3. Mark Allies: DNA IC Ltd.
  4. Saleem Akram: CIOB
  5. Conrad Freedman

We could not have completed this code of practice without the enthusiastic support of CIOB staff led by Saleem Akram:

  1. Una Mair: for her enthusiastic and thorough administrative support throughout the project.
  2. Veronica Dunn and Sue Belbin: for their back up secretarial support.
  3. Piotr Nowak: for his IT assistance and trouble shooting.
  4. Kim Horstmanshof: for locating and advising on references.

From the publishers Wiley Blackwell, Dr Paul Sayer and Hariett Konishi have been most helpful, patient and extremely tolerant of my failing memory.

Finally, I acknowledge the contribution of two people not directly involved with the preparation of this Code of Practice, but without whose earlier work, the publication of this book would not have been possible:

Sir Michael Latham: for ‘Constructing the Team’, which first raised awareness that the fragmented construction industry could at least collaborate, leading to a steady growth of Design & Build systems.

Sir John Egan: who in ‘Rethinking Construction’ introduced the notion of Lean Management practice to completely integrate the design and construction teams.

Glossary of terms and acronyms

Acronym Full name Summary role description
BIM Building information modelling An electronic design system and shared virtual workspace that enables everyone in the client and IDCC teams to fully and openly collaborate on the design and its build-ability
CAD Computer aided design The basic form of electronic design system
CDM Construction design and management regulations 2007 Design safety regulations
CoP Code of practice This document
CPS Client project sponsor The overall leader of the client team
CTM Client team manager The client team project leader and advisor throughout the project
FM Facilities management The on going management of completed facilities and their services
GSL Government soft landings Planning system designed to ensure a smooth commissioning, handover and operational process
H&S Health and safety Health and safety generic
ICT Information and communication technology Electronic technology for the efficient administration of distributed, personal, team and project information
IDCC IDCsr constructor The legal entity that takes full responsibility for the design and construction of the project/product
IDCPI IDCsr project insurance Project insurance cover designed specifically for IDCsr projects
IDCsr Integrated design and construction –single responsibility The system and process
IDCPM IDCC's project manager The leader of the IDCC team and the project
IPI Integrated project insurance The insurance cover developed for Government Construction Strategy collaborative projects
IT Information technology The foundation of modern business
OGC Office of government commerce Government department
O&M Operational and maintenance Operation and maintenance of the completed facility
PBA Project bank account A form of Escrow Account that ring-fences client payments to ensure all suppliers are paid directly in accordance with the agreed payment terms
PD Project definition To provide the clearest and most detailed description of what the client really needs and wants from the project
PQP Project quality plan Detailed plan to implement the QMS
QMS Quality management system A project specific strategy to target the achievement of total ‘right first time’ quality assurance throughout the project
SPV Special purpose vehicle The project specific ‘clean company’ form that most IDCC legal entities will take
SWMP Site waste management plan An efficient resource management and recycling tool
VM Value management The structured analysis of the ways in which functionality can be achieved at minimum cost


The construction industry's relative costs have steadily risen over the last 50 years or so, while profit margins of its contractors and sub-contractors have been eroded to the level that is no longer sufficient to justify significant external investment. Numerous reports have identified fragmentation of the industry's management structures and processes as the underlying cause of the waste and inefficiencies that keep costs so high and margins so low. Despite several well-meaning attempts, a system that genuinely reintegrates those structures and processes has never been made available until now.

Single Responsibility Integrated Design and Construction (IDCsr) is a totally integrated yet competitive form of procurement, design and project delivery for construction Clients and IDCsr Constructors (IDCCs). Every practitioner necessary for the effective and efficient design and construction of the project is employed or engaged by the IDCC Company. The leader of the IDCC team, and therefore the whole process, is the IDCsr Project Manager (IDCPM). Some of the key issues for which the IDCPM is responsible include dealing directly with the Client and Client Team Manager (CTM), welding all the IDCC's practitioners into a lean, wholly integrated production team and on behalf of the IDCC company accepting full responsibility for the design and delivery of the complete project, backed by the IDCsr Project Insurance policy cover.

With all designers securely embedded within this integrated structure, Client need, particularly cost certainty, will take precedence over design-centric aspirations. The IDCsr Sale Agreement Model Terms and Conditions are therefore based on the sale and purchase of a customised finished product at a pre-agreed fixed price. The IDCsr process is intended to make it as simple and satisfactory to buy a building as it is to purchase any other high-value, warranted manufactured product.

To assist Clients in getting the best results from the IDCsr system, they need to appoint an experienced CTM to advise and assist the Client Project Sponsor and Client team. The CTM's key role is to guide the Client team in establishing their fundamental needs, developing and testing the business case to support them and from that preparing the Project Definition. The Project Definition must describe precisely and comprehensively what the Client really needs and wants from the project, together with a realistic and fundable budget. The CTM then goes on to become the Client's interface with the IDCC during the concept, design and delivery stages of the project.

IDCsr is designed to be used by experienced construction professionals, familiar and proficient with traditional design and construction system best practice, who wish to work with their clients in a totally positive, integrated business environment.

By embracing complete, unambiguous integration of the entire process and management structure, IDCsr teams working constructively with their Client teams will be able to create well-designed, well-constructed and fully warranted products, delivered by the agreed handover date, without fuss and without fail. This Code of Practice is intended to assist like-minded clients and construction professionals to do just that, replicating the times when builders were architects and architects were builders – now working together again as constructors.

Colin Harding