Issue 29 Fall 2019
PROFILES IN PARTNERING A Year of Partnering Success from Experts in the Field
INSIDE: page 8
page 12
Profiles in Partnering
Small Project Partnering
Airports Hospitals Office Buildings Maintenance Facilities
TRUE PARTNERSHIPS BUILD LANDMARK PROJECTS Data Centers Courthouses Universities Hotels
Interim Facility Six Gates Mineta San Jose International Airport
Learn more at henselphelps.com
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
Features Fall 2019 Profiles in Partnering
Ivar Satero, President of the Board, San Francisco International Airport Jim Pappas, Vice President of the Board, Hensel Phelps Construction Company
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David Thorman, Secretary of the Board, CA Division of the State Architect (Ret.) Len Vetrone, Treasurer of the Board, GCC LLC Pierre Bigras, PG&E
Profiles in Partnering Q&A about the Interim
Roddy Boggus, RS&H, Inc. Pat Crosby, The Crosby Group
Facilities project at Mineta San
Pete Davos, DeSilva Gates Construction
Jose International (SJC) Airport
Larry Eisenberg, Ovus Partners 360 Rachel Falsetti, Caltrans John Fisher, WSP Michael Ghilotti, Ghilotti Bros, Inc. Richard Grabinski, Flatiron West, Inc. Randall Iwasaki, Contra Costa Trans. Authority Jeanne Kuttel, CA Dept. of Water Resources Geoff Neumayr, San Francisco International Airport Stuart Seiden, Avila & Seiden Architects Thomas Taylor, Webcor Builders
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Small Project Partnering Partnering plays a key role in
EXECUTIVE DIRECTOR
improving the outcome of projects
Rick Mayfield
in San Francisco
MEMBER SERVICES COORDINATOR Lisa Mayfield
FOUNDER Sue Dyer, MBA, MIPI, MDRF
EDITORIAL OFFICE: SUBSCRIPTIONS/ INFORMATION International Partnering Institute 291 McLeod Street
16
Partnering in the Trenches Revitalizing the health of
Livermore, CA 94550
the Nevada Department of
Phone: (925) 447-9100
Transportation’s (NDOT)
Email: ed@partneringinstitute.org www.partneringinstitute.org
IN THIS ISSUE
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Executive Director’s Message IPI is here to serve its members and to support their efforts to deliver exceptional projects through Partnering and a culture of collaboration
10
Facilitator’s Corner Partnering is not just for when you need it, but should weave itself throughout your projects for successful outcomes
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Best Practices A Modern Day Look at Partnering
Partnering program
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
Cover Image: SH-82 Grand Avenue Bridge Replacement CM/GC Project, Glenwood Springs, CO 2019 IPI Diamond Level Award Winner Owner: Colorado Department of Transportation Prime Contractor: Granite RL Wadsworth Joint Venture Designer: Jacobs Engineering Group Partnering Facilitator: Jacques & Associates, Inc.
issues are published annually. Contents copyright 2019 International Partnering Institute, all rights reserved. Postmaster please send address changes to IPI, 291 McLeod Street, Livermore, CA 94550.
www.partneringinstitute.org
Fall 2019 Partnering Magazine
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EXECUTIVE DIRECTOR’S MESSAGE Rick Mayfield, IPI Executive Director
PARTNERING TOGETHER P
artnering is now in its
in construction specifications, and
twenty-five years through Partnering
third decade, and more
connecting owners with industry
and sound leadership.
organizations than ever
organizations who embrace the idea of
have embraced partnering as “the
delivering improved outcomes through
We’ve been working hard to build
way to do business.” Hundreds of
a more collaborative approach,
strategic relationships with other
articles and white papers have been
Structured Collaborative Partnering as
member organizations like Lean
written about the need for partnering,
“the way to do business” has become
Construction Institute and DBIA. By
dozens of research papers, including
more widely accepted than at any other
continuing to explore the collaborative
several studies sponsored by IPI have
time in recent history.
synergy between Partnering, Design
supported, with empirical evidence,
Build and LEAN practices with
the benefits of partnering, and
With the momentum that Partnering
members via articles in Partnering
hundreds of millions of dollars have
has been gaining in the aviation
Magazine, our weekly e-newsletter
been saved in cost and schedule as
sector, we continue building our
and at the Collaboration conference
a result of project teams making the
relationship with associations like ACC
this year, new ideas for a strengthened
commitment to improve their culture
and AAAE. IPI attended the Airport
partnership are being developed, and
through Partnering.
Planning, Design and Construction
additional opportunities for improved
Symposium earlier this year,
processes are emerging. We look to
IPI has been supporting members for
where Ivar Satero, Director at San
deepen our relationships with these
the past ten years in their efforts to
Francisco International Airport and
organizations by providing content for
develop and improve their partnering
IPI President, participated in a panel
upcoming webinars, through outreach
programs. By conducting training
discussion, attributing much of SFO’s
and education to their members at
to various IPI Members, providing
success to the collaborative culture
conferences and through print and
sample partnering language for use
they’ve developed over the past
social media.
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Partnering Magazine Fall 2019
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WE BCOR BU ILDE RS
BUILD YOUR CAREER WITH US. At Webcor, you’ll be rewarded for your enthusiasm, passion, and ‘can-do’ attitude.
Join our team! W E B C O R . C O M /CAR EER S
C L # 1 0 3 7 2 1 7 A, B, C –8, C –9
EXECUTIVE DIRECTOR’S MESSAGE IPI is also broadening its reach as we have developed a relationship with U.S. Department of State Bureau of Overseas Buildings Operations (OBO). Supporting them as one of our newest members in their efforts to rejuvenate their existing Partnering program on their overseas projects. Furthering our international reach, IPI has been working with organizations outside of the US, including Canada, Australia and the UK to support their
Gregory Grabowski delivers presentation on Partnering US Embassy projects
partnering efforts. Airport Museum from 5:00pm to 7:00pm. This event will be And finally, planning for the future of Partnering and
the “official” Young Professionals Program” kickoff, with an
collaboration, IPI kicked off our Young Professionals
opening welcome by Ivar Satero, a panel discussion entitled:
program with our “YP Challenge” at Collaboration 2019.
“Navigating Professional Growth and Development in a
This exercise provided two teams of young professionals
Collaborative Environment” with the remainder of the evening
with a competition to provide a collaborative solution to a
set aside for drinks, appetizers and networking.
“challenge” often experienced by project teams. Members of the YP Challenge have formed a committee and have planned
IPI is honored to serve its members and support their efforts to
the first “IPI YP” networking event to be held on Wednesday,
deliver exceptional projects through a culture of collaboration,
November 13th 2019 at the San Francisco International
and extend our gratitude for your support to IPI.
Partnering: Healthcare Nurturing relationships is our sole mission
Rancho Los Amigos National Rehabilitation Center, Downey, California A five building campus including inpatient and outpatient facilities. 2015–2018
“Gregory Grabowski is our go-to partnering facilitator for complex high-visibility projects.” Hassan Hallak, Program Director, Jacobs
GCC
GCC LLC SDVOSB / DVBE / DBE / CBE / SBE
www.gcc-llc.com | 949.636.0461 Healthcare • Scientific • Correctional • Transportation • Federal
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B U I L D I N G C A L I F O R N I A S I N C E 19 3 2
N O Rth E R N CALI F O R N IA ’ S p R E m I E R h EAv y C IvI L E N G I N E E R I N G C O NtR ACtO R pAv I N G • G R A D I N G • R OA D / h I G h wAy • D E m O L I t I O N / E XC AvAt I N G
Oakland International Airport Runway 12-30
R E C I p I E N t O F N U m E R O U S I p I pA R t N E R I N G A w A R D S 11555 Dublin Boulevard, P.O. Box 2909, 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
PROFILES IN PARTNERING
Partnering to Meet the Pace of Progress MINETA SAN JOSE INTERNATIONAL AIRPORT INTERIM FACILITIES PROJECT
O
n June 25th, the Interim Facilities project team
of the first partnering meeting, the team members were aligned
at Mineta San Jose International (SJC) held their
toward common goals, made our commitments to each other, and
last Partnering session. A joint session, (Executive
developed our issue resolution ladder/policies. We measured our
and Core team together) focused on lessons learned from
collective performance monthly to ensure we were progressing in
design through early activation for the 5-gate, $58 million
the right direction and immediately addressed those issues that
design-build project, which was completed in record time (18
needed further attention. The success of the partnering is in the
months).
results of the project. The project was delivered on time, under budget, and with zero lost time incidents.”
The project team consisted of IPI Members, Mineta San Jose International Airport, San Jose Public Works and Hensel
IPI: What was the most obvious change that Partnering
Phelps, along with Fentress Architects, AECOM, Rosendin
brought to the team and the project? (IE: change in
Electric, Aero Systems and Critchfield Mechanical.
mindset, communication, process, etc.)?
The new facility was built in response to the rapid growth
JR: “I believe Partnering really helped the Executive level gauge
that SJC has experienced in the past several years. Since 2013,
the pulse of the larger project team throughout the project. This
SJC has had a 63% increase in passenger growth. In 2018, SJC
project went at a fast pace, and we needed to manage the stress
exceeded 14 million passengers and is on track to exceed 15
level of our team and ensure they remained in a continuous
million this year.
productive state in order to achieve our ambitious schedule. Partnering provided a way for the team members to express their
Judy Ross, Assistant Director of Aviation, overseeing her second
concerns verbally, via body language, and on paper through the
partnered project at SJC gave an Owner’s perspective on how crucial their commitment to Partnering was on this project. IPI: How did Partnering impact the attitudes, and more importantly, the process in the way the team approached issues that came up on the project? JR: “The Interim Facility was a fast-paced project with a tight deadline. SJC’s Executive Team realized that trust across the project partners had to be achieved from day one or we run the risk of not achieving our schedule. The first day, the Executive team shared our expectations for the course of the project.At the end 8
Partnering Magazine Fall 2019
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At the end of the day, everything is accomplished through people.... From the beginning, Partnering sets the goals and commitments to each other so the entire team is driving toward a common goal and knows what success looks like at the end.
Judy M. Ross, AAE, CAE, is the Assistant Director of Aviation for SJC since April 2018. She also served as Interim Assistant Director of Aviation and Deputy Director of Aviation. Additionally, she serves on the Board of Directors of the Southwest Chapter of AAAE, where she is also a Certified Airport Executive.
scorecards. The Executive team could use that information and
•
work through the individual concerns in an appropriate way to
Mineta San Jose International Airport passes Oakland to become the Bay Area’s second-busiest
keep each team member engaged and productive.”
airport •
The number of travelers arriving and departing
IPI: What were the most difficult barriers to overcome with
at SJC (2018) increased by 14.7%, to a record 14.3
the team’s acceptance/embrace of Partnering?
million •
JR: “I think there is still some stigma that Partnering is fluff.
2019 passenger numbers expected to top 15 million (Source: SFGate.com)
Perhaps too many professionals have been jaded by Partnering done poorly, such as when teams go to a one-day offsite at the beginning of a project and there’s no follow-up. In fact, true
IPI caught up with a few other members of the project team to
Partnering is an ongoing process that enhances communication
get their account of some of the challenges faced, along with the
across the project so challenges can be addressed early on and
positive impact Collaborative Partnering had on this project.
head on. It provides a forum for each team member to feel that they have input and that they are heard. Every team member is
Tony Hidalgo, Project Superintendent with Hensel Phelps stated
needed at his/her best performance to deliver the project.”
that, “due to the extremely compressed schedule, teamwork was imperative, and everybody shared the common goal.”
IPI: What lasting habits/processes/strategies will SJC take away from this project in relation to the Partnering?
Rob Reaugh, Vice President and Partnering Facilitator with OrgMetrics stated that, “From the onset, Leadership was
JR: “At the end of the day, everything is accomplished through
committed to making Partnering work. The Executive team
people. The delivery of any project should be a learning, enjoyable,
met monthly rather than the typical quarterly meeting to
and life event that every member of the team is proud to be
accommodate the compressed schedule. This improved the
a part of. From the beginning, Partnering sets the goals and
effectiveness and efficiency of their decision-making process,
commitments to each other so the entire team is driving toward a
which allowed the team to add scope for a sixth gate, currently
common goal and knows what success looks like at the end.”
under construction and expected to open in November 2019.”
www.partneringinstitute.org
Fall 2019 Partnering Magazine
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FACILITATOR’S CORNER
“We’ll Do Partnering When We Need It”
WHY PARTNERING REVIEW WORKSHOPS ARE CRITICAL FOR PROJECT SUCCESS
I
have yet to find a project team that does not believe
partnering process, or the team recognizes the need
in the need for proactive collaboration, enhanced
for an aligned team to work through the challenges of
communication, and a way to work through the
their project, those that start the partnering process are
challenges that are going to arise on their project.
already in the driver’s seat of their project.
They all seem to know the value of an aligned team
working towards a common goal. However, designing and
Project stakeholders come to the project with their own
building projects is difficult. There is so much that has
definition of success. Sometimes those expectations
to be done that all the good intentions around teamwork
could be seen to conflict with their project partners.
often slip to the backburner. So how do you consciously
(For example: the contractor wants to be profitable,
and purposefully take those good intentions around
while the owner wants to keep the project within
teamwork and implement a process that is the foundation
budget). At the initial partnering workshop, the project
of a successful project team? The industry’s answer is
team will be challenged to define common goals that
structured partnering. (See IPI’s website for what is
will enable each team member and organization to
structured collaborative partnering).
realize their “win,” and at the same time meet the expectations of their counterparts. Without common
Structured collaborative partnering adds value to
goals from the start, there lacks the basis to really look
projects. It has been tried and proven, and the results
at doing anything other than “just build it per plans and
validate the process. So whether a project team is
specs,” or to challenge the mentality of “we’ve always
required by specifications to implement a structured
done it this way.”
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Partnering Magazine Fall 2019
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Developing a project-first mentality
need it?” Not if they want to win the
is the first step in harnessing the
championship.
collective expertise of the project team. With common project goals, the team
Your project, if it is any level of size
will be pulling in the same direction
or complexity will have challenges,
towards the same destination, with their
changes, and unforeseens that can
partners. Challenges will come up, and
distract and leave your team ready to
structured collaborative partnering
step back into “us vs. them.” Partnering
provides tools to proactively resolve
review workshops forces your team to
roadblocks or elevate the issues, in
evaluate what is and is not working. In
order to sustain momentum. Teams will
the midst of the controlled chaos of a
be challenged to find more effective
project, it sets aside time to proactively
and efficient ways to accomplish
you “need it,” you will have already
look out in front to plan for what is
the “blocking and tackling” of the
pulled back into your corners. The
coming and how to manage it as a
project. (For example: identifying
calculated costs to the project in loss of
high performing team. It gives senior
critical submittals that will need pre-
trust and loss of efficiencies cannot be
leadership the opportunity to see and
submittal meetings to align the team on
overlooked.
sense where the team needs help,
expectations, timing, and how to get the
support, and guidance.
submittal through without delays to the
The best teams are those that have a
project).
“return on investment” mentality. The
Let’s be honest. There are successful
biggest limited resource on projects is
projects that do not do any formal
If you are reading this article, chances
time. Effective leaders will invest their
partnering. There are successful projects
are you have already drunk the
team’s time into that which will produce
that have one kick-off partnering
“partnering kool-aide.” You have seen
the biggest payoff. Partnering review
workshop and say, “hey, we’ve got it
and experienced the surge at the
workshops (typically done quarterly,
from here.” There is a chance those
beginning of the project by starting with
but often held monthly on projects with
projects will do just fine. But with your
everyone rowing in the same direction.
aggressive schedules) enables the team
organization’s resources and reputations
to “sharpen their axe” and adjust to the
on the line, are you willing to not do
dynamics of the project.
everything you can to manage risk,
But, have you also fallen into the false sense of security of a project starting
seize opportunities, and deliver the best
smoothly? “Hey, everything is going
Goals evolve as the project does. Project
really well. Let’s hold off on partnering
processes need focus to make them
results possible?
until we need it.”
faster, cheaper, safer, better. Conflicts
So the next time you feel (and you will),
that have been lingering need to be
“hey things are good, let’s do partnering
Partnering is a process, not an event.
aired-out and resolved or elevated to
when we need it,” remember the best
Partnering is not just a kick-off meeting,
senior leadership to handle. It is at the
sports teams and construction teams
no matter how effective that initial
partnering review workshops where the
come back together to plan, train, and
workshop may have set the team
real work of partnering takes place.
celebrate on a regular basis.
pushing forward. True partnering is a shift of mind-set, supported by a
Imagine for a moment your favorite
structured process to support actions
sports team. They have a great roster,
and results.
the best in years. The talent is there and the pre-season training has left them
Here is the danger of “Let’s hold off
confident in a successful season. They
on partnering until we need it.” As
go out and play their first game or two,
previously noted, building projects is
and they win them! So do they forego
difficult and taking the time to sit in a
training for the next game? Do they
partnering workshop may seem like a
skip watching the tape of the game and
luxury you cannot afford. By the time
adjust their plays, because “they don’t
www.partneringinstitute.org
Paul Crotty, Ventura Consulting Group Paul Crotty, MIPI, serves as a Facilitator, Large Program Director and oversees the firm’s East Coast and International Operations. He has designed and facilitated a formal partnering process for several hundred projects, ranging in size and complexity from simple road-widening projects to international offshore gas storage projects. www.venturaconsulting.com Fall 2019 Partnering Magazine
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PARTNERING SPOTLIGHT
San Francisco Small Project
Partnering THE CITY OF SAN FRANCISCO HAS
San Francisco’s Collaborative Partnering Program inspires, shapes and delivers
BEEN UTILIZING COLLABORATIVE
Public Service. With each executed public works project, the positive impact is
PARTNERING ON THEIR PROJECTS
heightened. The program rewards team synergy; ensures public harmony; and
FOR MANY YEARS. SINCE 2013,
enhances the health and well-being of its citizens. As collaborative partnering
PARTNERING HAS PLAYED A KEY
practices are established throughout city agencies, with involved contractors,
ROLE IN IMPROVING THE OUTCOME
related neighborhoods and their district leadership, public service collaboration is
OF PROJECTS IN THE CITY, AND
enriching city government operations.
THIS YEAR SAN FRANCISCO WILL CELEBRATE ITS SECOND ANNUAL THE FOURTEEN PROJECTS RECOGNIZED
ENVIRONMENT: Challenges facing small projects in the City
AT THE 2018 SF PARTNERING AWARDS
Understanding San Francisco’s culture and environment is key to successfully
CEREMONY, NINE WERE UNDER $10
delivering a public works project. Given the high volume of building activity,
MILLION. JESSICA ROMM, PHD. WAS
experienced contractors/subcontractors, skilled workforce,
THE PARTNERING FACILITATOR ON
and valued materials are in high demand. Small public
SEVEN OF THE FOURTEEN AWARD-
works projects, valued at $10 million or under, also
WINNING PROJECTS, AND ALL
have added constraints: short schedules, small budgets,
SEVEN WERE CONSIDERED “SMALL
subcontractor and labor force in short supply, geographic
PROJECTS.” IN THIS ARTICLE, JESSICA
and logistical concerns with multiple projects working
SHARES HER INSIGHTS ON WHAT
within the same area, and concurrent schedules engaging
MAKES THESE SMALL PROJECTS
the same subcontractors and labor force. Similarly, City
UNIQUELY CHALLENGING AND
staff have unique constraints. Integrated into multi-agency
EXTREMELY SPECIAL.
supported projects (matrix organizations), they are often
PARTNERING AWARDS CEREMONY. OF
responsible for participating and/or managing more than 12
Partnering Magazine Fall 2019
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multiplied and the experience and knowledge advanced to higher levels of effective and efficient delivery of projects: safely, on schedule, within budget, and of high quality.
OUTCOMES: High performance, collaborative culture, good will These projects may be small in value, but are great in the impact they have on the community. As each public works contract is awarded, the spirit of collaboration is multiplied through agency culture, improved relationships and public involvement. Working together in symmetry yields quality performance and respect for each other. The San Francisco Collaborative Partnering Award Program initiated in 2018 established the foundation of recognition for all stakeholders and team members who carry this spirit embodied in sharing their Lessons Earned and maximizing the added value to the community. As they move on to new projects, team members take pride in driving around San Francisco, pointing out to their children the projects on which they have worked, improving the community, the economy, and the overall health and welfare of this great city.
KEY ELEMENTS TO SUCCESSFUL PARTNERING ON SMALL PROJECTS: • Present each Project as Special one project. In addition, neighborhood interests/expectations and local traffic patterns are further challenges and opportunities for collaborative partnering; and, all are important in supporting the successful delivery of small projects.
PARTNERING: From recommendation to requirement
• Share stories; learn about the person beyond their assigned role, identify common interests • Discover previous perceptions / assumptions / expectations about projects and teams • Identify working styles • Invite each member to highlight how they can contribute to achieving the project goal
In 2013, Mayor Ed Lee required the Partnering contract
• Facilitate, guide, instruct, listen and be responsive
specification be included in all city public works contracts.
• Inspire open honest communication and participation; “deliver
Guided by the International Partnering Institute (IPI), OrgMetrics, and experienced facilitators, partnering has become an established practice on all city projects. In 2018, recognized as valuable in the successful delivery of public construction, the San Francisco Collaborative Partnering Award program was established. During this period, six public agencies, their staff, contractors,
on your word”; basis for Trust • Regularly pursue the “What If’s” -- pro-active and solutionoriented thinking • In progress minutes, review status of performance metrics and goals • Laughter is essential for a successful Partnering Workshop and team formation
and stakeholders were recognized for their efforts in the collaborative partnering process.
Celebrate Achievements! Honor each other!
Relationships across disciplines, projects, and agencies were developed and strengthened.
Jessica Romm, Principal of JBROMM, Ph.D
This has contributed to the overall health and
Jessica has over three decades of technical and managerial experience building solid committed partnerships in multiple fields, locally and overseas. She is a small woman-owned enterprise; a San Francisco native; and, prides herself in understanding the “soft side” of construction.
welfare of the City. With each new project, “Lessons Learned / Lessons Earned” have Jessica with her project team at the 2018 San Francisco Partnering Awards Ceremony www.partneringinstitute.org
Fall 2019 Partnering Magazine
13
BEST PRACTICES
A Modern Day Look at Partnering
A
5 STRATEGIES THAT WILL REDUCE CONFLICT AND IMPROVE PROJECT OUTCOMES s construction management professionals and
stakeholders voluntarily agree at the outset of a project
consultants, it’s our business to think about how
to adopt a cooperative, team-based approach in order to
people and processes fit together to achieve
eliminate or reduce conflicts and claims, and enhance job
the best results. Many of us got into this industry
satisfaction and successful project outcomes.
because we have a passion for building something bigger than us. Better buildings. Better infrastructure. The power to
The concept of Partnering made its debut in the late 1980s
impact cities and communities for years to come. With this
in response to a significant increase in conflicts, claims, and
in mind, there is nothing quite as rewarding as delivering a
litigation among owners, architects, and contractors. Since
successful project with a successful team. And, as with any
then, several management consulting firms, federal agencies,
team environment, this is not always an easy task. We know
and professional organizations have embraced and helped
that project teams are not always formed out of choice, project
define the Partnering process.
stakeholders come together at all stages, and projects are these challenges, there is one aspect of a successful team that is
According to the International Partnering Institute (IPI), Partnering:
a constant: a shared, collaborative culture and a commitment
• Reduces claims
to project development and problem resolution regardless of
• Produces cost savings
the contract delivery method used. This is where the concept of
• Reduces project delivery time
Partnering comes in.
• Enhances project safety
delivered by a variety of different delivery methods. Despite
WHAT IS PARTNERING?
• Promotes greater job satisfaction for the entire project team
In the design and construction industry, Partnering is a
Despite these benefits, the momentum for Partnering subsided
formal, facilitated management process in which all project
from its initial introduction to the industry, and its definition
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Partnering Magazine Fall 2019
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and use have taken many
will provide
different forms. Our
opportunities
research has revealed
for project
that no two owners are
teams to
conducting Partnering the
cement their
same way. Some mandate
collaborative
Partnering for all of their
relationships
projects, while others
by addressing
conduct Partnering on
substantive
projects of certain size, complexity, or visibility. Others differ in the formality of the
project issues: 1. Risk/contingency
management—engages the project team
partnering agreement, the frequency of meetings, and the
to identify key project risks, jointly develop and maintain
players involved.
a risk register; address pending risks with mitigation strategies; and evaluate the effectiveness of mitigation or
As technology and innovation have changed the way construction projects are delivered, it is interesting to note
avoidance measures. 2. Look-ahead
scheduling—draws on the diverse experiences
that the concept of Partnering serves as a foundation to
and expertise of the project team, who jointly plan near term
many of the advances in construction project approaches we
activities, discuss potential pitfalls to the plan, and commit to
are seeing today—such as integrated project delivery (IPD), Lean, Public-Private Partnerships (P3), and design-build. All
one another to do their part to execute the plan. 3. Change
management workshop—facilitates the joint
of these enhance the premise of Partnering by way of shared
development of a change management process which
risk, schedule and material coordination, improved project
expedites evaluation and execution of changes through
performance, and a focus on people.
elements such as clear channels of communication, scope alignment strategies, established unit prices and labor
Successful Partnering is when the unique goals and objectives of every team member are recognized and supported by the rest of the team. Through a shared culture, a process is
rates, and identification of key parties with knowledge and authority to negotiate changes. 4. Constructibility
and value analysis reviews—engages the
developed that enables the team to meet at regular intervals
project team, each with their unique design, construction,
to co-create project goals and accountability to those goals,
and operational perspectives, in a joint review of the
establish a dispute resolution procedure, identify issues and
construction documents to identify 2/3 conflicts and gaps
resolve them, and identify opportunities to improve project
which could impact constructibility but also to think
outcomes. By first building a shared, agreed-upon culture, Lean
creatively about issues such as phasing, procurement,
processes and various collaborative delivery methods are more
material selection, and other elements which enhance the
successful.
PARTNERING WITH PURPOSE
overall value of the project. 5. Conflict
and dispute resolution—no project is without
conflict but the true testament to a successful project team is
We are seeing a resurgence of Partnering but now we are
its ability to address conflict and resolve challenging issues
viewing it through a different lens. It’s not collaboration just for
through productive discussions. Using Partnering as a forum
collaboration’s sake. It’s not a one-off event but instead a means
for those discussions goes a long way toward promoting
of improving the project that extends well beyond the initial
effective dispute resolution.
Partnering session. It involves face-to-face, regular engagement and includes tangible, actionable management techniques to help avoid problems, solve problems, or shrink problems. We see Partnering as a platform to implement and reinforce proven management techniques that will provide a benefit to the project in their own right. Conducting Partnering in this way maximizes its benefits and reinforces its importance. Utilizing Partnering sessions for one or more of the following www.partneringinstitute.org
Mairav Mintz, McDonough Bolyard Peck (MBP) Mairav Mintz, PE, CCM has over 28 years of comprehensive construction management and consulting experience. As an Executive Vice President, Mairav leads MBP’s consulting practice with a focus on disputes resolution, project risk analysis and consulting, and facility performance services. She is also responsible for leveraging MBP’s digital solutions for innovation and growth.
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PARTNERING IN THE TRENCHES
Is Your Partnering Program Recession-Proof? Revitalizing the Health of NDOT’s Partnering Program
W
ho among us doesn’t need
sent out a Request for Proposals
an occasional check-up on
at the end of 2018. By utilizing
our health? It’s good to do as
their strong relationship with
an assessment and see where we are,
the Nevada Associated General
then be committed to take action as
Contractors (AGC), NDOT formed
needed. That’s exactly what the Nevada
a joint committee to review the
Department of Transportation (NDOT)
applications to the RFP and together
has done in this last year. Nevada was
they selected a consultant to work with
hit particularly hard by the most recent
them over the next three years.
recession. As the economy has regained
Photos: I-15 US 93 Garnet Interchange Design Build Project from NDOT–Saphire Level Partnering Award, Civil Construction Projects $25M to $250M, 2019 2. Collecting
data to be able to quantify
where they are now, to identify changes that should be made and to
steam and construction projects have
Jacques & Associates, Inc. (J&A), a
moved forward, the leaders at NDOT
consultancy firm out of Utah that has
began assessing the state of their
been doing Partnering facilitation and
Partnering program to see if it was as
training for 20+ years, was selected
healthy as the growing economy. Their
as the winning team. J&A is currently
4. Implementing
sense was that the program had also
working with NDOT utilizing the Next
5. Celebrating
suffered from the recession and that it
Level Leadership Model created by J&A.
was time to breathe some new life into it.
be able to document improvements made. 3. Collaboratively
designing the new
and revitalized Partnering program. the new design.
success.
VISION
The Next Level Leadership Model steps
In the spring of 2019, J&A facilitated
Just as you would with a doctor,
include:
a full day workshop with several
leaders at NDOT decided to seek
1. Establishing
a vision of where NDOT
NDOT leaders and some of their top
professional help to move forward. In
wants their Partnering program to be
contractors as well as AGC leadership.
this case, the NDOT Construction team
in three years.
In order to formulate a shared vision,
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Partnering Magazine Fall 2019
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INNOVATIVE PARTNERSHIPS. INSPIRED PROJECTS. Flatiron is honored to be recognized as a 2019 IPI Collaborative Project Award winner for our teams dedicated efforts in completing the new Provincial Trunk Highway 59/101 Interchange and upgrading the Intersection at PTH 59/PR 202 in Winnipeg, Manitoba. Flatiron is a founding member of the International Partnering Institute.
Together, we transform infrastructure.
FLATIRONCORP.COM
A HOCHTIEF Company
The NDOT Team
DOTs, steering committees, and leaders of all kinds can always be looking for ways to improve and enhance their programs to promote greater health of their organizations. Partnering terms and practices across NDOT and their they knew it was important to get buy-in from their partners early in the process, especially since those partners would also need to be a big part of implementing any changes.
contracting partners. • Begin a leadership training program to help RE’s, contractor Project Managers and other leaders to become Partnering Champions that will help to instill a culture of Partnering
After that initial assessment, everyone agreed that there were some things that could be tweaked and revitalized.
COLLECTING DATA Currently, the consultants are still doing research and
throughout the length of a project, not just during its initial startup. • Institute a process for ongoing assessment and maintenance of the Partnering program to keep it current and fresh. • Establish Guidelines for implementing Partnering at the
collecting data. They continue to seek input from
project level. Such guidelines might include expectations for
stakeholders and NDOT personnel. They have presented at the
different types of facilitation and when to use them, use of
annual Resident Engineer meeting and gathered information
evaluation forms, guidelines for implementing the escalation
from the Nevada construction crews. They have also tapped
process and establishing team goals.
into research that has been done across the nation on the key components of mature Partnering programs.
In addition to these recommendations for the Partnering program for NDOT and their contractors, J&A and NDOT
The International Partnering Institute has been invaluable
leaders have also discussed additional areas where Partnering
in providing both easily accessible white papers and
principles might be applied.
documents on their website and links to other national
• NDOT is also looking to take advantage of the strategic
research. It has been helpful to see how different DOTs
partnering process to be able to make organizational
across the country are implementing the principles taught by the IPI. There are some programs in their infancy, some
improvements through Internal Partnering. • Partnering with the Public is another area that NDOT is
that are at the peak of their maturity, and some that are
addressing in the overall design of a revitalized Partnering
similar to NDOT where the program has been through cycles
program. I think it’s fair to say that every DOT in the country
and now needs to be revitalized.
has come to understand that Public Involvement is here to stay.
COLLABORATIVE DESIGN
We are designing strategies for everyone on the projects to be better educated and motivated to Partner with the Public.
The next steps for NDOT will involve taking the research about the ideal programs and merging it with the NDOT-specific
Both NDOT and J&A have enjoyed the relationship building, the
research to see where they are thriving and where there are
process of assessing the current program, and the possibilities
gaps. Where there are gaps, J&A will design and institute
for the future. The working relationship itself has reflected
processes to close those gaps. Though there have been no final
Partnering values such as fairness and joint problem solving.
decisions at this point, J&A has recommended the following as possible next steps:
As we return to the health assessment analogy, it is important
• Create strategic executive communication messaging from
to remember that this is a process that can and should be done
both NDOT and the AGC so everyone doing NDOT work
repeatedly.
understands the commitment that this is “the way we do business.” • Organize a steering committee to direct the next steps. (It is anticipated that the committee would be comprised of NDOT personnel and some of the major stakeholders, and would meet on a quarterly basis.) • Update the existing Partnering Field Guide. • Begin a Partnering training program to help standardize 18
Partnering Magazine Fall 2019
Sydne Jacques Sydne Jacques is an engineer turned CEO, speaker and facilitator. Often referred to as the “the engineer with a personality,” Sydne has built an award-winning company with clients around the world. She has trained over 20,000 individuals and has facilitated Partnering for more than 300 different teams. Sydne is passionate about helping teams create cultures by design, not default. www.partneringinstitute.org
Networking
Presentations by Industry Leaders
Celebrating Partnering Excellence
Hilton San Francisco Airport Bayfront May 19-20, 2020
925-447-9100
partneringinstitute.org
www.partneringinstitute.org
Fall 2019 Partnering Magazine
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