JS Global Integrated Services

Connect the decisions that determine the outcome.

JS Global integrates design, construction, and project leadership where schedule, complexity, security, and mission continuity demand one coordinated delivery structure.

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One Coordinated Enterprise03 / 03
Integrated delivery relationship map Design and construction streams converge through project leadership into one mission-ready outcome.
DesignConstructionProject Leadership
The Integrated Capability

What are integrated project services?

Integrated project services connect design, construction, cost, schedule, risk, communication, and operational readiness through a coordinated leadership structure. The goal is not to merge every role. It is to make responsibilities, interfaces, decisions, and evidence visible across the full project lifecycle.

01

One requirement

Every discipline works from the same mission, constraints, priorities, and definition of success.

02

Visible interfaces

Decisions crossing design, construction, security, operations, and ownership are identified and managed deliberately.

03

Accountable delivery

Ownership, approvals, risks, changes, and readiness evidence remain clear from planning through turnover.

Two Integrated Service Paths

Choose the level of integration the project requires.

Some projects need one delivery team across design and construction. Others need independent program leadership connecting multiple owners, consultants, contractors, stakeholders, and workstreams.

01 / DELIVERY Integrated design and construction team coordinating plans against active building systems in the field

Integrated Design-Build

Architecture, engineering, preconstruction, construction, project controls, and turnover operate through one coordinated delivery team. Early construction intelligence informs design while technical intent remains connected to field execution.
  • Single coordinated delivery structure
  • Earlier cost and constructability input
  • Fewer handoffs across design and field teams
  • Continuity from requirements through turnover
Explore Integrated Design-Build ↗ 02 / LEADERSHIP Program leadership team coordinating multiple projects, schedules, plans and delivery priorities in a project studio

Program + Project Management

Leadership, governance, controls, coordination, reporting, and decision support connect the people and workstreams responsible for delivery, even when contracts and scopes remain separate.
  • Program and project governance
  • Scope, schedule, cost, and risk visibility
  • Stakeholder and interface coordination
  • Decision, change, and readiness management
Explore Program + Project Management ↗
Where Integration Earns Its Place

Manage the seams where projects lose time and certainty.

01

Requirements + design

Operational needs, security conditions, user priorities, and acceptance criteria are translated into traceable design decisions.

02

Design + construction

Constructability, pricing, phasing, procurement, temporary provisions, and field conditions inform the solution early.

03

Construction + operations

Shutdowns, access, occupancy, testing, training, and turnover are coordinated around mission continuity.

04

Delivery + readiness

Documentation, deficiencies, commissioning support, closeout, and required evidence stay visible through completion.

The Operating Model

One source of truth across the project lifecycle.

  1. 01

    Align

    Define mission outcomes, scope boundaries, stakeholders, authorities, constraints, delivery strategy, and measures of readiness.

  2. 02

    Plan

    Establish governance, decision paths, design milestones, cost and schedule controls, risk ownership, procurement, and communications.

  3. 03

    Coordinate

    Manage discipline interfaces, reviews, constructability, phasing, approvals, changes, and dependencies across responsible teams.

  4. 04

    Control

    Track performance, risks, decisions, commitments, field conditions, quality, documentation, and corrective actions.

  5. 05

    Ready

    Connect testing, deficiencies, training, records, turnover, operational acceptance, and closeout to the original requirement.

Fit the Structure to the Work

Integration should solve a delivery problem.

Independent Design or Construction engagements remain appropriate when scope and interfaces are already clear. Integrated Services become valuable when uncertainty, schedule pressure, operational constraints, security, or organizational complexity create dependencies that no single contract can manage alone.

01

Design and construction decisions must move in parallel.

02

Existing conditions or phased work create significant uncertainty.

03

Multiple stakeholders, contracts, or sites require common controls.

04

Mission continuity and secure access constrain normal sequencing.

05

Testing, documentation, and readiness require early coordination.

Three Capabilities. One Enterprise.

Engage the practice that fits the requirement.

01

Design

Planning, architecture, interiors, engineering, protective design, sustainability, and construction support.

Explore Design ↗ 02

Construction

Secure construction, management, selected self-performance, hardening, life safety, preconstruction, and controls.

Explore Construction ↗ 03

Integrated Services

Integrated Design-Build and Program + Project Management connecting decisions across the full lifecycle.

Current capability
Frequently Asked Questions

How Integrated Services can support delivery.

Practical answers about delivery structure, independent practices, project leadership, and accountability.

01Does Integrated Services require a design-build contract?
No. Integrated Design-Build is one path. Program + Project Management can coordinate owners, designers, contractors, stakeholders, and workstreams even when their contracts remain separate.
02Can Design or Construction still be engaged independently?
Yes. Design and Construction remain independently procurable. Integrated Services are appropriate when the project benefits from shared leadership, connected controls, or earlier coordination across disciplines and delivery stages.
03When is Integrated Design-Build most valuable?
It is especially valuable when schedule is compressed, existing conditions are uncertain, work must be phased around operations, or design choices have immediate implications for procurement, construction, testing, and readiness.
04What does Program + Project Management include?
Scope may include governance, planning, design management, cost and schedule controls, risk and change management, stakeholder coordination, reporting, procurement support, interface management, and readiness tracking.
Start With the Delivery Challenge

Where are the critical decisions crossing scopes?

Share the requirement, stakeholders, delivery stage, operating constraints, schedule, and primary sources of risk. JS Global will help determine the right level of integration.

Discuss an Integrated Project ↗