• Cost is developed earlier and in greater detail than in traditional project methods. Costs may be linked to Building Information Model to allow adaptive cost assessment of design decisions.
• Integrated team develop performance goals, agreements, key parameters and communication technologies.
• Preliminary schedule is developed and linked to developing model.

• Design decisions are made on a “best for project” basis and project model is tied to cost model.
• Scope is fixed, price is fixed, owner signs off on what will be built allowing the team to evolve and optimize the design.
• Further develop preliminary schedule – schedule is better informed due to collaborative approach and responsibilities to schedule are stronger.
• Agreement is reached on tolerances between trades to enable prefabrication.

Detailed design

• At the end of design development, the design intent is fully, unambiguously defined, coordinated and justified.
• The integrated detailed design phase period is longer and more intense than traditional design development because more is accomplished.
• All major building systems are defined, including furnishings, fixtures and equipment.
• All building elements are coordinated and fully engineered. The team will collaborate to resolve any conflicts.
• Subcontractor and vendor insight is integrated into design and used for coordination and conflict resolution.
• Specifications are developed based on prescribed and agreed systems.

General goals:

• The integrated process will require builders and trades to be involved in preliminary reviews of documents and responses to commentaries because they will have developed parts of the project model.
• Acquiring all necessary permits and approvals.

IPD assumes early involvement of key trade contractors and vendors, so buyout of work packages they provide occurs through development of prices throughout the design phases, culminating at the conclusion of Implementation Documents. Accelerated project definition during Criteria and Detailed Design allows early commitment for procurement of long lead, custom, or prefabricated items. The IPD Buyout phase is much shorter than under traditional delivery methods, since most work is already contracted for.[3]

General goals:

• To be sure that everything is ready for project to be completed such as required work units, materials and equipment.

Construction

In the Construction phase, the benefits of the integrated process are realized. For architects under traditional delivery models, construction contract administration is considered the final stage of design—the last chance to address issues and achieve solutions. But in Integrated Project Delivery, the design and its implementation are finalized during the Detailed Design and Implementation Documents phases. Thus, construction contract administration is primarily a quality control and cost monitoring function. Because of the greater effort put into the design phases, construction under IPD will be much more efficient[4]

General goals:

• Less on-site construction administration work needed because conflicts have been resolved virtually (means BIM).
• Better understanding of design because coherent information and documentation will be available to all participants.
• More pre-fabrication because the design was developed earlier and in collaboration with the contractor.
• Less waste because more material are prefabricated.
• A schedule tied to the model to allow visualization of deviations from planned sequences and durations.
• Warranty operation and maintenance information may be added into the project model. 
• Some elements of current construction administration will remain similar to current practice:
• Quality control, inspection and testing will be relatively unchanged.
• Changes within the agreed project scope will be virtually eliminated, but owner-directed changes will need to be formally negotiated.
• Scheduling and progress will be periodically reviewed.

Closeout

Closeout of an integrated project greatly depends upon the business terms agreed by the parties. For example, if the business structure contains compensation incentives or penalties, the closeout includes calculation of appropriate credits or deducts. Some issues, however, such as warranty obligations, occupancy, and completion notification, remain unchanged due to statutory and legal requirements. Other issues, such as punch list correction, are not significantly affected by integrated project delivery.[6]

General goals:

• A more complete building information model will be provided to the owner for their long term use for building maintenance and up-keep.
• Traditional guarantees will remain for installation quality and defective products.
• The BIM model will be integrated into the building operation and maintenance phase. Also it can be used to compare actual to planned performance.

So thanks to this post now we know which phases we have in IPD and what we need to do. Then everything seems understandable and clear, however some of you can still have several doubts and can ask yourself very important question: Why? Well well not everything in one go my dear readers ;) I already have a post of Traditional project method vs IPD and I also will add some more, that you would check the IPD benefits. Eventually the most powerful team is the one who keeps together and by that I mean Integrated team:)