- design,
- flows,
- commitments,
- and value creation.
Without these elements, IPD risks remaining a collaborative intention rather than a true performance lever.
This is why:
- Lean Project Delivery (LPD),
- and Target Value Delivery (TVD)
are essential.
LPD structures the project's production system.
TVD structures value and design trade-offs.
Without them, IPD can quickly become:
- a collaborative contract,
- without a system truly capable of producing sustainable performance.
Simple definition
IPD mainly aims to:
- align interests,
- improve collaboration,
- and encourage more collective behaviors.
But collaboration is not always enough.
A complex project also requires:
- a reliable planning system,
- robust constraint management,
- flow steering mechanisms,
- and a clear value-creation logic.
This is precisely the role of:
- Lean Project Delivery (LPD),
- and Target Value Delivery (TVD).
LPD brings:
- Lean planning,
- commitment management,
- flow stability,
- and operational steering.
TVD brings:
- cost/value alignment,
- collaborative design,
- and trade-offs oriented toward overall performance.
The trio:
- IPD + LPD + TVD
then forms a coherent system: - organizational,
- behavioral,
- and operational.
Why it matters
In some projects:
- stakeholders collaborate more,
- contracts become more open,
- and exchanges are more fluid.
But despite this:
- delays persist,
- constraints appear late,
- trade-offs remain unstable,
- and costs drift.
Why?
Because collaboration alone is not enough to stabilize a complex system.
Without LPD:
- flows remain poorly steered,
- commitments remain unreliable,
- and constraints are insufficiently anticipated.
Without TVD:
- design trade-offs remain reactive,
- costs are discovered too late,
- and some decisions degrade the project's overall value.
Lean considers that sustainable performance requires all three:
- human alignment,
- a reliable production system,
- and a clear value-creation logic.
Concrete example
On a complex project:
- project owner,
- designers,
- contractors,
- and key partners
work within an IPD logic.
Exchanges are good:
- meetings are collaborative,
- decisions are more transparent.
But:
- site constraints are still poorly anticipated,
- weekly commitments are not reliable,
- and costs gradually drift.
Why?
Because the Lean mechanisms for operational steering are not yet in place.
After implementing:
- Pull Planning,
- the Last Planner System,
- and TVD,
the project progressively improves:
- its stability,
- the quality of its trade-offs,
- and the reliability of its commitments.
Collaboration then becomes:
- genuinely productive,
- and not only relational.
Common mistakes
Thinking a collaborative contract is enough
Behaviors alone do not stabilize a complex production system.
Deploying IPD without Lean practices
Without steering flows and commitments, operational difficulties persist.
Neglecting value-oriented design
Late trade-offs often degrade:
- costs,
- quality,
- operations,
- and sustainability.
Confusing collaboration with lack of structure
Lean requires:
- routines,
- standards,
- and robust steering mechanisms.
Deploying tools without cultural alignment
Lean tools work much better in a genuinely collaborative environment.
Indicators to track
The combined functioning of IPD + LPD + TVD can be evaluated through:
- Commitment reliability
- PPC (Percent Plan Complete)
- Target cost adherence
- Number of constraints removed
- Decision lead time
- Schedule variability
- Number of rework loops
- Level of collaboration
- Interface flow
- Stakeholder satisfaction
- Life-cycle performance
- Problem resolution time
The objective is to measure:
- the quality of the overall system,
- not only the isolated performance of certain stakeholders.
Frequently asked questions
Can IPD be done without Lean?
Yes, but the benefits often remain limited if:
- flows,
- commitments,
- and trade-offs
are not structured.
What is the difference between IPD and LPD?
IPD aligns stakeholders and contracts.
LPD steers the project's operational system.
Why is TVD important?
Because it makes it possible to integrate:
- value,
- costs,
- and operations
from the earliest design decisions.
Is the IPD + LPD + TVD trio reserved for very large projects?
No. The principles can be adapted to different levels of project complexity.
Why talk about a project system?
Because a high-performing project depends on:
- behaviors,
- flows,
- decisions,
- interfaces,
- and value creation,
not only on a schedule or a contract.
Leanfinity offer link
Target Value Delivery / Lean Engineering
Leanfinity supports organizations in integrating:
- IPD,
- LPD,
- and TVD approaches,
in order to build projects that are:
- more collaborative,
- more fluid,
- and greater creators of sustainable value.
Our objective:
align:
- contract,
- behaviors,
- flows,
- and overall performance.
How it works
Define
Clarify the concept and its role in the operating system.
See
Make flows, constraints, gaps, and interfaces visible.
Act
Turn the principle into concrete routines, decisions, and commitments.
Learn
Measure gaps to improve the system without looking for someone to blame.
Lean Construction connects these three dimensions in a complementary way.
IPD aligns behaviors
IPD creates:
Stakeholders work more:
LPD stabilizes the production system
Lean Project Delivery brings:
The project becomes more:
TVD structures value trade-offs
Target Value Delivery makes it possible to integrate:
from the earliest design phases.
The three systems reinforce each other
Without IPD:
behaviors remain defensive.
Without LPD:
flows remain unstable.
Without TVD:
trade-offs remain reactive.
It is their combination that creates:
a genuinely high-performing project system.