Issue 19 April - June 2017
partnering innovation Exploring new ways to maximize collaboration
INSIDE: page 6
page 16
Reinforcing A Partnering Culture
Best Practices: The Human Touch
Terminal 3 East Renovation at San Francisco International Airport
Building a better way to travel, with the help of collaborative partnering
World- Class Innovators. Landmark Buildings. Inspiring Per formance.
CONTENTS INTERNATIONAL PARTNERING INSTITUTE IPI is a non-profit 501(c)(3) charitable organization that is funded by our members and supporters who wish to change the culture of construction from combative to collaborative. Phone: (925) 447-9100
BOARD OF DIRECTORS Pierre Bigras, PG&E Roddy Boggus, Suffolk Construction Company, Inc. Pat Crosby, The Crosby Group Pete Davos, DeSilva Gates Construction Larry Eisenberg, Ovus Partners 360 Rachel Falsetti, Caltrans John Fisher, WSP Michael Ghilotti, Ghilotti Bros, Inc. Richard Grabinski, Flatiron West, Inc. Randy Iwasaki, Contra Costa Trans. Authority Jeanne Kuttel, CA Dept. of Water Resources Geoff Neumayr, San Francisco International Airport Jim Pappas, Hensel Phelps Construction Co. Ivar Satero, San Francisco International Airport Stuart Seiden, County of Fresno Thomas Taylor, Webcor Builders David Thorman, CA Div. of the State Architect, Ret. Len Vetrone, Skanska USA Building
EXECUTIVE DIRECTOR Dana Paz
MEMBER SERVICES COORDINATOR Lisa Mayfield
Features April - June 2017 Partnering Innovation
6
Facilitator’s Corner
Reinforcing a Culture of
IN THIS ISSUE
4
Partnering
Executive Director’s Report
8
Understanding Partnering as a means to a successful end
Partnering Innovation
14
Derivative Partnering on the Exposition Phase II Light Rail Project
OPERATIONS COORDINATOR
Research Roundup The Nevada DOT Conference on Innovative and Effective Partnering
Candice Evenson
FOUNDER Sue Dyer, MBA, MIPI, MDRF
EDITORIAL OFFICE: SUBSCRIPTIONS/ INFORMATION International Partnering Institute 291 McLeod Street Livermore, CA 94559 Phone: (925) 447-9100 Email: ed@partneringinstitute.org www.partneringinstitute.org
16
Best Practices The Human Touch: Technology and Collaboration
DESIGN/CREATIVE Michelle Vejby Email: mvejby@msn.com
COPYRIGHT Partnering Magazine is published by the International Partnering Institute, 291 McLeod Street, Livermore, CA 94550. Four quarterly issues are published annually. Contents copyright 2017 International Partnering Institute, all rights reserved. Subscription rates for non-members, $75 for six electronic issues. Hard copy issues are available only to IPI members. Additional member subscriptions are $75 each for six issues. Postmaster please send address changes to IPI, 291 McLeod Street, Livermore, CA 94550.
www.partneringinstitute.org
Cover photo: Phoenix Sky Harbor International Airport, Terminal 4 South Apron ASR Reconstruction, Phoenix, AZ. 2016 Diamond Level Partnering Award, Transportation Projects, Under $25M; City of Phoenix Aviation Department (Owner), J. Banicki Construction, Inc. (Prime)
April–June 2017 Partnering Magazine
3
EXECUTIVE DIRECTOR’S REPORT
Dana Paz, IPI Executive Director
The Answer is C
Trust
ollaborative construction has
sacrificing the vital human element.
effort needs to build trust among the
been making steady gains over
We’ll also take a look at how a
players that need it the most.
the past thirty years. Project
Nevada conference sponsored by
teams have many tools to facilitate
the Federal Highway Administration
At a recent meeting with blueprint app
collaboration at their disposal, such
presented the future of Partnering and
developer PlanGrid, we discussed how
as new technology platforms and
e-construction—noting that these two
a lack of trust is the primary obstacle
alternative delivery and contract
practices leverage one another. In both
to sharing information. Only teams
methodologies (ADMs). Partnering
cases, it is clear that Partnering is needed
that have taken the time to establish
in particular has developed from a
for technology to be the most effective,
trust can optimize information sharing
handshake and some trust exercises
because it encourages a culture of trust.
apps for what they’re designed to do:
into a highly structured process—and
share. The reverse is also true—even
many organizations have developed
Another innovation to Partnering
the most innovative and well-designed
their own specific brand of it, tweaking
featured in this issue is one being
platform in the world will not facilitate
it as necessary to fit their needs.
rolled out by the Los Angeles County
communication if there is no trust
Metropolitan Transportation Authority
between its users.
In this age of a greater understanding
(LA Metro) in response to a unique
of collaboration, what’s next?
construction environment. For them,
The future of Partnering is going
building trust and communication
to depend greatly on our collective
This issue examines that very topic,
among the construction team is only the
understanding of Partnering as the
exploring how various means and
first step required for success. In order
means to an end—that end being to
methods of collaboration intersect
to build their construction packages
build trust on the team. Once that trust
to produce valuable innovations.
they need to build trust with all of the
is established, it can be the determining
We’ll highlight the ways in which
communities they build through. They
factor in handing innovations to the
one contractor is using technology
realize it’s not enough to take a cookie
industry and increasing complexities,
to maximize collaboration without
cutter approach—that the Partnering
whatever they may be.
4
Partnering Magazine April–June 2017
www.partneringinstitute.org
Collaboration. Innovation. Sustainability. Partnering to build what matters for our customers and communities.
George Bush Intercontinental Airport (IAH), Terminal B South Side Replacement, Houston, TX
Philadelphia International Airport (PHL), American Airlines, Terminal F Baggage Claim Addition and Ticketing Renovation, Philadelphia, PA
LaGuardia Airport (LGA), Central Terminal Building, Queens, NY
usa.skanska.com
FACILITATOR’S CORNER
Strategies for Reinforcing a Culture of Partnering
“...reduce the barriers to communication and increase a sense of common purpose.”
A
t the beginning of a project, a great deal of energy and effort can go into establishing alignment within the project team at the Partnering kickoff. The kickoff initiative frequently results in a strong sense of collaboration and teamwork. The challenge however, is that as the project moves forward, the project team begins to face the typical challenges associated with a construction project and may fall back into old
patterns of behavior, which may include more adversarial approaches. In addition, the project team also begins to focus on the normal project functions, and may not seek to actively reinforce the collaborative culture established at the kickoff. Many project teams abandon efforts to reinforce partnering altogether, and as a result, fall back into the same adversarial culture that characterizes many projects. 6
Partnering Magazine April–June 2017
www.partneringinstitute.org
Just as within companies and organizations, maintaining a positive and collaborative culture within a team requires focus and commitment. Even a well-intentioned project team may lack the basic strategies for maintaining culture change and sustaining a collaborative environment. Fortunately, there are a number of these strategies available. Some are the regular reinforcement activities that are a part of any comprehensive Partnering initiative. However, other more creative strategies also exist that don’t require additional investment, and can effectively reinforce a culture of collaboration beyond the project kickoff. a collaborative culture. Project team
environment. This also enables a more
The following creative strategies will
members at all levels benefit from
cooperative and reasonable atmosphere
help to reinforce a culture of Partnering,
recognition of the work accomplished
when challenges come up and issues
reduce the barriers to communication
and successes achieved. This is
have been escalated. These meetings
and increase a sense of common
especially important on longer duration
may be as informal as a lunch or dinner,
purpose throughout the project:
projects where more significant,
or more structured where the executive
schedule driven milestones and
team reviews the project report card
substantial completion are spread out.
and discusses metrics, accomplishments,
Even an annual recognition of work
and challenges.
Onboarding New Staff and Subcontractors
achieved throughout the year can give
As new staff and subcontractors
an important morale boost to a team
become involved in the project, it
that may lose sight of long term goals.
Stand and Deliver Team Reporting
partnering culture on the project and
Celebrations do not have to be anything
Another highly effective method
get them involved. This may include
elaborate or complex. Providing a
for maintaining an environment of
a brief meeting to share the project
catered lunch for the trade workers,
communication and collaboration is to
mission, goals, and team values. It may
leading an all-hands meeting where
utilize “Stand and Deliver” reporting.
also include introducing them to the
successes are discussed, or having a
In this unique strategy, the project
project charter so they understand
project management team dinner are all
management team collaborates to
how success is being measured on
simple methods to celebrate successes.
provide a status update on the goals of
is critical to introduce them to the
the project. If appropriate, it may also include inviting them to participate in
the project. This drives communication and coordination in the preparation for
the project team surveys evaluation
Executive-Level Team Meetings
and subsequent partnering sessions.
Periodically, it is important for the
implied pressure to represent a unified
executive level team to meet and
team when delivering their report to the
discuss the progress of the project.
executive level.
Celebrate Successes
the next Partnering session and applies
The communication at this level
As project milestones are achieved
is critical regardless of whether
or other important elements of the
the project is going well or facing
project are completed, stepping back
significant challenges. Clear channels
Community Involvement Projects
to recognize and celebrate successes is
of communication must be maintained
Bringing the project team together
an extremely effective way to reinforce
to ensure a sustained collaborative
to work on initiatives outside of the
www.partneringinstitute.org
April–June 2017 Partnering Magazine
7
FACILITATOR’S CORNER project serves to enrich the surrounding
one another begin to collaborate beyond
the individuals and organizations
community in addition to creating a
the regular meeting structure and the
involved by reinforcing credibility
sense of community and camaraderie.
organizational walls that separate teams
and achievement, and they can be
Working together to benefit others
are minimized. Co-location may not
extremely important in future project
helps to establish a “sense of grounding”
be feasible for smaller projects due to
pursuits as well. As such, aiming to
and creates common alignment within
limited space and budgets, however,
achieve a project award is an initiative
the team. It also helps to break down
project teams can work around this
for the benefit to all involved. When
barriers that may separate us and
by having co-location “days” in which
a project team establishes winning
reinforces the commonality we all share.
the parties are committed to being on
an award as a project goal, it places a
Giving to others is a strong and powerful
site all day for specific days. This will
specific requirement on a team to work
way to drive teamwork and appreciation
encourage leveraging those days for
together to meet the standards of the
of the benefits we all have. Activities
problem solving and issue resolution.
award criteria. To serve its purpose of
may include participating in a local charitable event, utilizing project team
reinforcing a collaborative culture, both parties should take part in the process
skills and resources to help neighbors
Break Bread
in need of construction services,
Throughout history, sharing a meal
contributing time to a local community
has served to establish dialogue and
service organization, or raising money
encourage sincere communication.
for the project’s choice charity.
Breaking bread together reduces
Industry Contribution
barriers when we are confronted with
Many projects afford unique
the common bonds we all share. While
opportunities to capture lessons learned
this sharing is not directly related to
and contribute meaningful knowledge
Partnering, sharing a meal in the spirit
to the industry. Highly successful teams
of partnering and collaboration goes
may document their successes through
Documenting Project Accomplishments A completed project is made up of many
and address award criteria on a regular basis throughout the project.
successful accomplishments and yet
white papers and related publications.
most discussions at project meetings
These collaborative initiatives can help
are focused on challenges or preventing
project teams stay aligned on project
problems in the future. Taking time
goals and remember the larger vision
on a regular basis to recognize and
of success of the project. Whether what
document project successes is a great
they learn is a lesson for mitigating
way to reinforce team effectiveness and
future risks, or a best practice for
collaboration. An ideal environment to
repeating success, project teams can
document recent accomplishments is
convert their experience into valuable
at project progress meetings. At least
knowledge to benefit the industry at
once per month, project team members
large.
should each highlight one or two recent
a long way toward maintaining open
accomplishments. Developing this habit
communication channels and a sense of
Implementing just a few of these
helps to counter the tendency to focus
common purpose. This can take many
strategies will help project teams
only on project challenges. It will also
forms, from a shared lunchroom area, to
reinforce a partnering culture and a
help the team to be reminded of the
weekly lunches, to dinners, to happy-
collaborative work environment.
effectiveness of their collaboration.
hour. When we share a meal together, we become re-connected to the simple
Co-Location While co-location of a project team is not
things we all have in common.
Eric J. Sanderson, Red Rocks Advisors Eric J. Sanderson, MBA, MIPI, President of Red Rocks Advisors,
a partnering strategy by itself, it serves
Award Pursuit
as an excellent tool for encouraging
Awards provide recognition of the
Faciliatator who specializes in Wastewater,
collaboration and fluid communication.
unique project accomplishments of
Horizontal and Vertical Construction.
Team members that have easy access to
the team. These awards also serve
RedRocksAdvisors.com
8
Partnering Magazine April–June 2017
LLC. Based in Arizona, Eric is an Award-winning Partnering
www.partneringinstitute.org
WITH Q&D ON YOUR TEAM, YOU CAN KEEP YOUR EYES ON THE SKIES.
Q&D’s experienced aviation team has the know-how, collaborative approach and proven preconstruction processes to integrate your project’s construction into your facility or operation without negatively impacting your day-to-day. Q&D’s capabilities include: Large Projects
Improvements
• • • • •
•
Terminal Revisions Terminal Buildings Airport Expansions Security Upgrades Baggage Handling Systems
Support Facilities • • • • • • •
Ground-up Construction Equipment Storage Buildings FBO’s Service Buildings Maintenance Buildings Hangars Runways / Barriers
•
Utilities
• • • • • • • •
Equipment Upgrades and Relocations Tenant Improvements Gate Relocations Security Revisions Concession Build-Outs Finish Upgrades Support Spaces Full Program Support Branding Updates
Project Delivery • • • •
CM-at-Risk Design-Build Full Preconstruction Services Partnering
qdconstruction.com (775) 786-2677 Member, IPI Duane Boreham VP Aviation Division
www.partneringinstitute.org
April–June 2017 Partnering Magazine
9
PARTNERING INNOVATION
INNOVATI Partnering Innovations: Derivative Partnering on the Exposition Phase II Light Rail Project
By Candice Evenson, IPI Operations Coordinator
Eisenhart’s philosophy of achieving world class results encourages teams to develop innovations like Derivative Partnering, which came about three years ago during the Exposition Phase II Light Rail Project. The owner
JIM EISENHART, PRESIDENT OF VENTURA CONSULTING GROUP
on this Partnered project, valued at 610M, was the Los
AND AUTHOR OF “RAISING THE BAR ON CONSTRUCTION PROJECT
Angeles County Metropolitan Transportation Authority
TEAMWORK” SPECIALIZES IN A METHOD FOR PARTNERING THAT
(LA Metro). The prime contractor was Design-Build Joint
SIMPLIFIES LARGE, COMPLEX PROJECTS SUCH AS AIRPORTS,
Venture Skanska-Rados, and the designer was WSP
RAILWAYS, AND HOSPITALS. HE CALLS IT “DERIVATIVE
| Parsons Brinckerhoff. Using Derivative Partnering,
PARTNERING.” DERIVATIVE PARTNERING INVOLVES SHORTER
the team was able to be more productive, maintain
AND GENERALLY SMALLER SESSIONS WHERE KEY PLAYERS
Partnering momentum, and work with third parties
MEET TO DISCUSS SPECIFIC GOALS AND CONCERNS. THE FULL
like Southern California Edison (SCE) and Los Angeles
TEAM COMES TOGETHER FOR A GENERAL PARTNERING SESSION
Department of Water. Without the innovation of
ONCE A YEAR AND THE EXECUTIVE PARTNERING TEAM MEETS
Derivative Partnering on this project, estimates Mike
ON A QUARTERLY BASIS. DERIVATIVE PARTNERING IS A WAY TO
Aparicio, Executive Vice President of Skanska, the project
STRENGTHEN TEAMS AND PARTNERSHIPS ON CHALLENGING
would have been 18 months late. In total, the project
MEGA PROJECTS LIKE THE EXPOSITION PHASE II LIGHT RAIL
spanned four years and seven months. The team came
PROJECT BY HELPING THEM ENGAGE THIRD PARTIES, IMPROVE
in on budget with no claims and won a 2016 Ruby Level
PROCESSES, AND REACH KEY MILESTONES.
IPI Partnered Project of the Year Award in the category of Transportation Mega Projects.
10
Partnering Magazine April–June 2017
www.partneringinstitute.org
Photos: Exposition Phase II Light Rail Project (photo by Jeff Zucker)
Engaging with Third Parties: While engaging with third parties has historically
ION
been considered a challenge for teams on
Working with cities is one thing, but is it
Mega Projects, it is a strength of Derivative
farfetched to say that utilities can actively
Partnering. Derivative partnering came
support project success? Not according to
about as a solution for addressing a
Eisenhart, who has seen how successful
large concern and a question of “what
Derivative Partnering has been in that
if.”—“What if we bring everyone together?”
area. To change the relationship, it is
Eisenhart recommends that teams look
important to ask utilities a question that
for the critical relationships and third
they aren’t used to hearing: “What would
party entities from the beginning, and
make this project an extraordinary success
seriously discuss their concerns about the
for you?” Doing so allows utilities to work
project along with those of the owner and
directly with the contractor and gives them
the contractor. At an airport this includes
the opportunity to make requests—such
the TSA, the FAA, and Concessions. For a
as for a replacement that is not in the
Railway this includes cities and utilities.
specs, or for a no-cost change. By bringing them into Derivative Partnering sessions,
Typically two hours in length, Derivative
During the Expo Light Rail Part II Project
speaking to them face to face, and getting
Partnering sessions are shorter than
there were two Derivative Partnering
to understand their point of view, the team
General Partnering Sessions—but that
sessions held with the cities of L.A and
can take their perspective into account and
does not make them less productive.
Santa Monica. These were essential to
accomplish more.
Uniquely, several teams can be organized
cultivating a partnership.
at once, meeting during separate sessions to fulfill different objectives. Eisenhart emphasizes that “[Derivative Partnering sessions] have to be short and hard hitting.” That means the team should look at “goals, action planning, who can contribute, and then move on.” Each Derivative team develops its own issue
“What evolved was an understanding with workshop participants that the JV and EXPO would listen to and respond beyond any contractual requirements to city concerns re. noise, dust, traffic. But it worked the other way as well. If the JV wanted to do, for example, some night work, the cities would go out of their way to accommodate the JV and EXPO1.”
Improving Processes Derivative Partnering can expedite the design submittal process, which again ties into engaging with third parties. Having
resolution ladder and looks ahead at what it can accomplish in the next six months. Depending on what is deemed necessary to help reach a key milestone, derivative sessions may be held as frequently as once a month. The Exposition Phase II Light Rail Project team held 65 sessions. www.partneringinstitute.org
Photo: Skanska-Rados Joint Venture celebrated 1,000,000 safe hours with a BBQ. April–June 2017 Partnering Magazine
11
PARTNERING INNOVATION “Derivative Partnering involves shorter, less expensive and generally smaller sessions where key players meet to discuss specific goals and concerns.”
a discussion about betterments, design submittals and how they should best be formatted saves the Design-Build team the unnecessary time and effort of sending multiple revisions back and forth. Furthermore it recognizes utilities as part of the team. “Work together, help each other out,” says Eisenhart, rather than just “dumping stuff on the desk.” When
Photo: Exposition Phase II Light Rail Project–Train Testing. Photo by Jeff Zucker
they know their voice is being heard, utilities will see the value of Partnering and request another session.
milestone.” The shortened, targeted approach helps teams to zeroin on a key milestone and strategize toward success.
Reaching Key Milestones
In the end, while Derivative Partnering sessions can still involve
Derivative Partnering helps teams accomplish more by keeping
more than 35 people, a number that includes top management,
sessions smaller; bigger is not always better. When there are too
everyone there is focused and collaborating on a specific task,
many people in a partnering session, “It gets more unwieldy,” says
looking to make the most of their time. It makes sense then that
Eisenhart. Large partnering sessions can make people less engaged
Eisenhart would hold a timed challenge halfway through the
in the collaborative process because the session begins to feel
sessions to get everyone brainstorming.
more like a presentation, or because it takes too long before each person can contribute. That’s where Derivative Partnering can help.
The attendees are split into four to five groups to come up with creative ways to better achieve project milestones. After seven
“Some issues only involve about ten people,” Eisenhart points out.
minutes are up, everyone votes for the best idea. The Exposition
“Get everyone in the room who can contribute to completing that
Phase II Light Rail project team describes the challenge as a fierce competition: “not because of the small reward, but because the team knew how important this was to their common goal of doing the best they could for the project.2” The strengths of Derivative Partnering point to it as being essential for Mega Projects. Being able to work with utilities is a great asset for a contractor, and for overall project success, but also something that is difficult to achieve. Lasting three or four years, these projects find it hard to maintain Partnering with so many stakeholders. Derivative Partnering addresses both of these challenges. By having smaller groups that are incredibly focused and involve all the right people, teams can better engage with third parties, improve processes, and reach key milestones—putting themselves on the path to world class results. __________________________________________________________________
Photo: Skanska-Rados Joint Venture. Photo by Jeff Zucker
12
Partnering Magazine April–June 2017
1,2: Exposition Phase II Light Rail Project IPI Partnered Project of the Year Award Application.
www.partneringinstitute.org
RESEARCH ROUNDUP
The Nevada DOT Conference on Innovative and Effective Partnering
I
PI had the pleasure of being a part of the Nevada DOT Conference on Innovative and Effective Partnering in Reno, Nevada April 4th-6th. The event showcased successful Partnering initiatives and best practices—but
it enables agencies and industry to deepen their understanding of what makes Partnering work and of common barriers. Effective programs will establish a forum to generate and use
most important, it highlighted what the future of Partnering
industry input, establish Partnering program goals, foster
might bring to heavy civil construction.
the commitment and participation among stakeholders at the highest levels of leadership, and track progress toward
The conference was planned in coordination with an
established goals. Establishing a Partnering program provides
executive panel made up of the Nevada Department of
agencies the opportunities to track changes and trends in their
Transportation, the Associated General Contractors, the
Partnering program, monitor and cross-reference results, and
Federal Highway Administration, the American Road and
make evidence-based decisions for continuous improvement.
Transportation Builders Association, the Ohio Department
Agencies with well-established programs will truly get the most
of Transportation, Q&D Construction, and Jacobs. Varied
out of their Partnering efforts.
perspectives allowed for the conference to deliver knowledge and understanding on Partnering that anyone in construction
Partnering and Alternative Delivery
could use, whether funding and planning agencies, owners, industry or facilitation professionals.
Renee Hoesktra, RHA LLC and Julia Kliewer, State Construction and Materials Engineer for Arizona Department of Transportation
Building on the premise of the conference: innovation and
Heavy civil construction has recently seen a rise in the
effectiveness, sessions expanded upon the notion of “basic
adoption of alternative delivery methods, particularly with
Partnering” to consider evolutions in construction such as risk
design-build and CM-At-Risk (or CM / GC). These methods have
management processes, e-construction and alternative contract
grown in popularity because they support greater construction
and delivery methods. What are some of the innovations to
input during the planning and design phase, as compared to
construction Partnering? And how must Partnering—a team
the more “siloed” nature of design-bid-build.
management strategy—adapt with regards to evolving project management strategies?
Agencies that regularly partner design-bid-build projects need to consider some adaptations to partnering on design-build
Programmatic Partnering
and CMAR. As a team management strategy, Partnering should
Kick-Start Your Partnering Program: Ohio Department of Transportation (DOT), Nevada DOT and Caltrans shared their experience in developing an effective program.
kick-off as soon as the team is brought together. In design-build
Many state agencies that regularly partner their construction projects have developed Partnering programs to oversee these efforts. This is a telling advance in construction Partnering, as 14
Partnering Magazine April–June 2017
or CMAR, this is during the design phase rather than when construction kicks-off. Partnering in the design phase includes a different set of participants, is led by the design team, and will focus on design rather than construction goals. Partnering during design provides the team with the opportunity to www.partneringinstitute.org
collaboratively establish project needs and determine the
to collaborate. E-construction tools also require team members
scope of the team vis-a-vis the scope of the project. What are
to trust one another, and to trust the system in order to be
some design risk factors that the team needs to mitigate?
effective. Agencies that want to adopt e-construction but are
Who should be involved? What is the issue resolution process
not Partnering should consider Partnering as a means to build
and who is at each level? Once construction kicks-off, the
the trust and communication that teams need to embrace
team should hold a construction kick-off session, bringing
change.
in the relevant participants, updating the charter to include construction goals, and updating the issue resolution ladder
Risk-Based Partnering
to reflect the players who will be resolving construction
Renee Hoesktra, RHA LLC
issues. This transition will be vital to ensure that all that was accomplished and established in the design phase is honored
All management strategies evolve to mitigate risk—that’s
and followed through on in the construction phase.
their essential nature. ADMs mitigate the risks that come with fragmented and incomplete information. E-construction
While alternative delivery provides greater opportunities for
platforms help to mitigate risks brought about by inefficiencies
collaboration, it is ultimately a project management strategy.
and bureaucracy. Partnering helps to mitigate the risk of
Teams still need an effective team management strategy to
antagonism and adversarial climates. Risk-based Partnering
foster the team qualities of trust, and open communication
takes this understanding one step further by enabling teams
that will provide the opportunity to make the most out of the
to come together to collaboratively determine what risks their
delivery method.
projects face, so that they can establish specific mitigation strategies throughout design and construction.
Partnering, Technology and e-Construction The FHWA, as part of its Every Day Counts 4 Initiative, couples many of the virtues of Partnering with those of e-construction.
Risks can be broken down into three categories: technical, contractual and relationship. Most agencies have developed their own model of a risk register, a tool which allows teams to
Different than design and construction software,
identify risk, conduct an in-depth risk analysis, carry out risk
e-construction is the creation, review, approval, distribution,
evaluation and establish a plan for prevention and response.
and storage of highway construction documents in a paperless environment. These paperless processes include electronic
The opportunities gained by conducting this exercise early and
submission of all documentation by all stakeholders, electronic
collaboratively are significant, and give teams greater control
document routing and approval (e-signature and workflows),
over managing uncertainties on a project. If a team comes
and real-time management of all documents in a secure digital
together to do this during the design phase, the construction
environment accessible to all stakeholders through mobile
team will get the added benefit of understanding the project’s
devices and web-based platforms.
design risks.
The documented 7-year e-Construction return on investment
At heart, Partnering is a team management strategy: it is a
for construction management, project collaboration, mobile
process that helps teams articulate and achieve their goals,
devices, and electronic bidding tools ranges from 200 to more
whatever these goals may be. As teams implement innovative
than 700 percent. E-Construction time savings have averaged
project management strategies, like ADMs, risk management
1.78 hours per day, per inspector, and inspectors have
and e-construction, they can use the effective and trusting
collected up to 2.75 times more data. In addition, cost savings
teams that they built through Partnering to get the most out of
have been reported at about $40,000 per construction project,
these innovations.
per year . 1
Thank you to NDOT for hosting this great conference on These kinds of efficiencies alone justify the pursuit of
Innovative and Effective Partnering, and for the opportunity
e-construction initiatives, though adopting technology
to learn from all of the experiences presented. In the next
platforms and systems across such a large-scale organization
issue, we’ll be covering Collaboration 2017, our first two-day
as a DOT is no easy feat. Agencies who partner have an
Partnering conference and 8th Annual Awards Ceremony.
easier time rolling out innovations like these because there is
____________________________
already a platform to communicate issues and a willingness
1 From “e-Construction and Partnering: A Vision for the Future”. Federal Highway Administration. https://www.fhwa.dot.gov/innovation/everydaycounts/edc_4/epartnering.cfm
www.partneringinstitute.org
April–June 2017 Partnering Magazine
15
BEST PRACTICES
The Human Touch: Technology & Collaboration By Candice Evenson,
IPI Operations Coordinator
T
echnology has opened up a world of opportunity
Software can gather analytical data on safety, for instance,
for collaborative construction. With BIM replacing
but the user must apply their intellect to make use of the
2D drawings and the Cloud giving teams the ability
results. Remove the user’s role from the equation, and there
to collaborate anywhere in real time, teams are
will be no way to reach the desired outcome. The team that
finding they can work more efficiently and communicate
recognizes the relationship between the user and technology,
changes instantly. Many construction professionals are using
and practices positive norms that promote balance between
mobile devices in the field for improved quality, safety, and
the two, will be the most effective at collaboration.
collaboration. Some report that e-construction allows them to do in hours what once took days. The benefit is clear, but what is less clear is how to maintain the human touch so that teams
Know the Why Before the How
get the most out of the collaborative technology.
Some would say that the first step to mastering a new technology is to learn how to use it, but that would be to
I spoke to Hitesh Dewan, Operations Technology Manager
ignore a very important step for the user. The first step
at XL Construction, seeking his insight on how to reconcile
in training the team should not be learning how to use a
advancing technology with the human side of things. Dewan
new technology, says Dewan, but learning the “why” of the
has been with XL since 2013. His role there is to assess how
process. What is the basic process that must happen? What
existing processes in the company could be augmented or
role will the technology play in improving that process? “You
changed, and research the best technological tools out there
can’t just throw some solution out there,” says Dewan. “You
for the job. Laser scanners, virtual reality technology, mobile
have to understand the process.” In other words, technology
apps—in all cases, Dewan looks past flashy features and
is not going to automatically fix a problem by pressing a
considers with a critical eye what the people are already doing,
button. He uses the analogy of writing: “If you can’t verbally
and how new technology is going to assist with that task.
compose a comprehensible letter, an email won’t get the point across any better.” Once the team understands the
It comes down to keeping everything in perspective: No
motivation behind the process, they can rely on each other
matter how high-tech a tool becomes, it is still a tool.
to use technology to enhance what they are already doing.
16
Partnering Magazine April–June 2017
www.partneringinstitute.org
BUILDING CALIFORNIA F O R E I G H T Y- F I V E Y E A R S PAV I N G • R O A D / H I G H W AY • G R A D I N G • D E M O L I T I O N / E X C AVAT I N G
Involve Everyone During the Transition When the time comes to learn a new technology, not everyone in your organization is going to be comfortable with the change in routine, making it even more important to keep people involved. During the transition, proper training and transparency are critical to maintaining trust. “Ensure everyone has access to information and feels they are receiving all the information they need,” Dewan emphasizes. It is also important to make the extra effort with those who don’t accept technology as quickly as others. Be aware of how others respond to technology, and think about what adjustments could help ease the transition. Dewan gives an example of how one team member might not have much confidence in the first few automatic inspection reports they receive. In that instance, a personal typed message stating, “I have verified these inspections are complete” can go a long way to putting those at doubts at ease.
WINNER OF THE 2016 INTERNATIONAL PARTNERING INSTITUTE PARTNERING CHAMPION AWARD — IPI’S HIGHEST HONOR! INTERNATIONAL PARTNERING INSTITUTE JOHN L. MARTIN 2015 PARTNERED PROJECT OF THE YEAR DIAMOND LEVEL SFO RUNWAYS 1-19S RSA IMPROVEMENTS
Always Have a Plan B An easy trap to fall into is to become too reliant upon the technology an organization becomes comfortable with. Technology is far from flawless, and should be reliant on the user, rather than the other way around. Glitches and www.partneringinstitute.org
11555 Dublin Boulevard, Dublin, California 94568-2909
925-829-9220 w w w . d e s i lva g at e s . c o m Contractors License No. 704195A
April–June 2017 Partnering Magazine
17
BEST PRACTICES complications are bound to happen, and at inconvenient times. We can, however, control how prepared we are for them, so that these will be inconvenient technological difficulties, rather than disabling events. “Always have a plan B,” says Dewan. “If you’re resourceful enough, no
Technology is cold and impersonal— which is why teams should not use it for all communication.
technical glitch will stop you in your tracks.”
Communicate Face to Face
would be an obvious challenge to overcome right away. Though the complication of having different technologies
Technology is cold and impersonal—which is why teams
is easier to ignore, it has similar implications for team
should not use it for all communication. There must be a
communication. “The team should establish a common
balance, and if a conversation must be held remotely, a
language by adopting the same platform, whether it is via
phone conversation will more reliably convey a message’s
email, text, tweet, an online posting board, or the cloud.”
intent than an email. Dewan notes that an interactive phone call or video chat can leave a more lasting impression then
The best time to establish a “common language” is during
words sent through a screen.
planning in a one-on-one Partnering session with the client. The earlier the better, says Dewan. The pitfall to avoid is not
But when it comes to building strong relationships on
having a plan for how to approach the technology question
the team, nothing is more effective than face to face
midway through a project. During construction is not the
communication. Dewan references the motivation and pride
time to be realizing that your technologies are incompatible.
a team has when their superintendent personally praises their progress on a project: “That’s something that all the
So whose platform should be adopted? According the Dewan,
technology in the world cannot replicate.”
it is best to adapt to the client’s preferred platform; at the end of a project, they will be living with the project data.
Engage the Stakeholders
The use of one technology over another becomes normal within an organization, part of their culture—which means
Teams should build a relationship with their stakeholders
difficult to change. But by making it a point to be adaptable,
and end-users, to see technology as a way to engage them
you can remove the confusion and frustration that might
one step further. Dewan recalls a hospital project where
otherwise come up in this inevitable scenario. “As a General
they were working on an MRI Scanning Room. “The most
Contractor, we need to be flexible and use various tools,” he
important people I met with were the doctors and nurses
says. “Very likely, [an owner] will prefer to use what they
who are going to use the space for the next 30 years.
have.” Having the same language is important all the way
They had the most buy in and the best feedback.” Taking
through to closeout—at which time XL Construction provides
their average heights, the team was able to provide these
a fully digital package with raw data that Dewan calls “a save
stakeholders with a personalized virtual reality preview
point in time.” The package makes reference and building
of the space from their point of view, and gained valuable
maintenance much easier for their client in the future.
design direction from their experience. As it becomes more common for organizations to embrace
Speak the Same Language
new technologies in the construction industry, teams will continue to face the challenges that come along with the
The promise of technology is to create countless new
benefits. The important thing is to recognize that technology
possibilities, but clashing technologies can present a
is merely a tool. Teams that partner will be better equipped
communication challenge that is up to the team to address
to use that tool to its greatest potential, because they already
from the outset. “If there’s one thing that we should be able
have the structure in place for a stronger collaborative
to do [with technology],” says Dewan, “it’s communicate.”
environment that gives emphasis to the human element. What is going to make the real difference to collaboration
Dewan makes a fitting comparison between technologies and
will be the team practices that promote a balanced
languages. If two groups speaking different languages were
relationship between the role of technology and the role of
expected to collaborate well together, that language barrier
the people using it.
18
Partnering Magazine April–June 2017
www.partneringinstitute.org
Delivering airport solutions since 1974 Our standards of excellence in construction, innovation, and safety continue to allow us to partner on some of the most high-profile aviation projects in the world.
www.austin-ind.com
When considering a PARTNERING FACILITATION ямБrm there truly is
STRENGTH IN NUMBERS
31 3,800 67,000 $ 180 BILLION YEARS IN CONSTRUCTION
PROJECTS FACILITATED ATTENDEES
CONSTRUCTION PROJECTS
OrgMetrics - The Trusted Leader In Structured Collaborative PartneringTM www.orgmet.com
www.orgmet.com |
info@orgmet.com
|
925.449.8300