This study deals with the management of integrated Design-Build procurement, through which a single contracting firm designs and builds. Central to this study was to uncover the streams of information in dispatch and reception, acting on a variety of processes, to evaluate the consequences of inadequate information exchanges. Sharing information, risks and rewards evenhandedly is a prerequisite of a fully integrated practice, which includes drawing on the relevant proficiencies of every stakeholder involved and as such, input is continuously put forward by stakeholders. Consequently, an effort to analyze the potential reduction of perceived impediments, that is; attenuating time and cost in a design process, does not inevitably need specific stages of design development as focal points, or any specific procurement model for that matter. Indeed, no distinct organizational structure is needed (Reed, 2011). This rationale led to examining three representative case studies, comprising design, execution and the planning of future projects, to analyze the process of moving from approximations to progressively more externalized (Nonaka & Konno, 1998), precise information for constructability, and ultimately to value creation, in the form of savings. Through intermediate, successive conclusions on the optimization of knowledge creation and communication in the design and specification stages, a strategy for the betterment of overall performance through integrated Design-Build management was formulated. Early stages of building projects pertain to schemes and concepts formed on the basis of clients’ and end-users’ needs, to which the hard-data proposals of the building trades correspond, ensuring constructability through planning and design. Because integrated practice commits holistically to the entire timescale of projects, the localization and identification of impediments to value creation, to improve project outcomes, is a principal necessity.