Issue 26 Winter 2019
next level partnering Best Practices from Award-Winning “Pilot� Partnering Projects
INSIDE: page 6
page 10
High-Performing Teams
Partnering for the First Time
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 Winter 2019 Next-Level Partnering
Ivar Satero, President of the Board, San Francisco International Airport Jim Pappas, Vice President of the Board, Hensel Phelps Construction Company David Thorman, Secretary of the Board, CA Division of the State Architect (Ret.) Len Vetrone, Treasurer of the Board, Skanska USA Pierre Bigras, PG&E Roddy Boggus, RS&H, 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. 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 Sue Dyer, OrgMetrics LLC
EXECUTIVE DIRECTOR
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Best Practices A review of the elements that separate high performing
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teams from the rest
Executive Director’s Message
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Tried and true tips for achieving several (or all) of those New Year’s goals
Pilot Partnering Partnering Best Practices from three award-winning “pilot” projects,
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using Partnering for the first time.
Next Level Partnering
Rick Mayfield
MEMBER SERVICES COORDINATOR Lisa Mayfield
FOUNDER Sue Dyer, MBA, MIPI, MDRF
EDITORIAL OFFICE: SUBSCRIPTIONS/ INFORMATION International Partnering Institute 291 McLeod Street Livermore, CA 94550 Phone: (925) 447-9100 Email: ed@partneringinstitute.org www.partneringinstitute.org
IN THIS ISSUE
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Unique challenges require unique solutions in the construction industry
Partnering Celebrated San Francisco Collaborative Partnering Steering Committee Celebrates their first Partnering Awards
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 2019 International Partnering Institute, all rights reserved. Postmaster please send address changes to IPI, 291 McLeod Street, Livermore, CA 94550.
www.partneringinstitute.org
Cover Image: Trunk Highway 53 Relocation; 2018 IPI Diamond Level Award Winner Owner: Minnesota Dept. of Transportation Prime: Kiewit Infrastructure, Co. CM: Parsons Transportation Group Partnering Facilitator: Pitzrick & Associates, Inc.
Winter 2019 Partnering Magazine
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EXECUTIVE DIRECTOR’S MESSAGE
Rick Mayfield, IPI Executive Director
New Year’s Resolutions A
program that communicates the need for improving project team culture, developing better relationships with potential clients, or becoming the owner of choice, have much better success than those that might use Partnering to “fix” a project that is heading south.
s we usher in the New Year, we are reminded of the annual process of sharpening our pencils, reviewing the progress made since last year, and setting a
host of New Year’s resolutions with the enthusiasm of a
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Write down your goals and include as many “whys” as you can — Studies show that writing down your
goals will increase your chances of accomplishing them by
“first-timer.” Statistically, for many of us, this will be the last
30% to 40%. By writing down as many “whys” as you can,
time these resolutions are mentioned, until one day in late
you will always have a reason to stay committed to your goal
December when it’s time to begin thinking about next year’s
when you get tempted to stray. (And we all will experience
list. Although we approach this ritual every year with the
that temptation!) The goal of “no rework,” is a fairly common
utmost sincerity that we’ll accomplish what we set out to do,
goal, but it doesn’t communicate purpose. It really comes to
we have all been guilty of the phrase; “set, forget, repeat!”
life when you add; “to ensure a happy client, secure future business, provide the ability to attract and retain better talent,
Although there are hundreds of books and articles published each year on the art and science of goal achievement, I’d like to share a few tried and true tips that have proven effective without leaving you feeling like you’ve already run that marathon that was number one on your list.
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increase profit by 25% over last year,” etc.
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Celebrate “small” wins often, with Gratitude — Some goals may take weeks, months or even years to
accomplish. You may have a goal of setting up a companywide Partnering program. With proper planning, guidance
Have a strong enough “why” — There are basic goals
and commitment this is definitely an achievable goal,
that you hear over and over, like “I want to lose weight,”
however it will take time to fully accomplish. Contacting
or “I want to quit smoking.” “Maybe even run a marathon,
a Partnering Facilitator to learn about the process is a
or at least start an exercise program.” While these goals are
small win to celebrate. Starting a “Pilot” project is a great
admirable, when the pain of seeing your friends eating a large
reason to celebrate, and there are milestones along the way
combination pizza while you’re nibbling on the house salad
that will present great opportunities to celebrate and be
hits you, that New Year’s resolution has as much chance of
grateful. By celebrating often and putting emotion into the
survival as a snowball in Southtown! Likewise, companies that
celebration, we are reinforcing the feelings of success. While
articulate a more intentional purpose of starting a Partnering
it’s inevitable that we will experience setbacks along the way
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that will (temporarily) derail our progress, celebrating small
accomplishing your New Year’s resolutions will come as easy
wins often helps us to focus our attention and emotions on
as it was to set them in the first place.
the achievement of the goal rather than on the obstacles in our way.
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It wouldn’t be proper to include an article on New Year’s Resolutions and goals without listing a few of our own. IPI
Be smart about your S.M.A.R.T. goals — We are all
is committed to our mission to transform the construction
familiar with the process of setting Specific, Measurable,
industry to achieve exceptional results through a culture of
Attainable, Realistic and Time bound goals. While this is a
collaboration and we are committed to the following for 2019:
well-accepted method of setting and achieving goals, it has been said that if all of our goals are attainable and realistic,
• Host an annual awards program rich with relevant content,
we may not be stretching ourselves enough. Perhaps that is
networking opportunities and recognition of exceptional
where the invention of BHAG’s (Big Hairy Audacious Goals)
partnered projects from across the nation and worldwide
came from. One example of a BHAG was on the Runway
• Offer Partnering training in both live and virtual formats
Safety Area project completed at SFO in 2015, where they
• Provide opportunities to get involved in one of our
performed $1,000,000 of work per day for ninety days to reopen the runway a full month early. Based on past experience, this did not seem attainable, nor realistic, but the team fully committed to the goal and to each other and delivered an outstanding project!
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Evaluate, Re-evaluate and adjust as necessary —
committees • Provide advertising opportunities to members & sponsors via print and social media • Conduct research on the efficacy and usefulness of Partnering in the construction industry We look forward to a healthy and prosperous 2019.
You may find that conducting a four-hour Partnering
session leaves attendees looking at their watches for the last hour. Try reducing the time of the meeting, while applying laser focus on the agenda items to ensure all topics are covered in the shorter timeframe. Once goals are established during the kickoff meeting, and committed to, the Charter becomes a living document to be used throughout the life of the project. General goals may stay the same, but others will need to be re-evaluated several times to ensure that progress is made. If you’re willing to keep trying different ways to accomplish your goals, you’ll find ways that don’t work (congratulations!) and find ways that will keep you motivated and on track.
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GREAT DESIGN Starts with a Conversation
Never, ever, ever give up — This sounds like common sense, but there are (usually several) reasons why we
don’t accomplish every goal we set out to do. Let’s face it, if goals were easy, we wouldn’t have to take so much time and effort in mentally preparing to accomplish them. I’m certain that watching more “cute-kitten” videos on you tube is not on any of your lists for 2019. Here is where, I believe, for most people it either becomes very simple or extremely difficult. In simple terms, our brains are wired to protect us from dangerous or “painful” situations, and we all know that accomplishing goals, at times, can elicit feelings of pain. By writing down as many reasons why a goal MUST be accomplished, celebrating your progress as often as you can, being flexible by trying different ways to accomplish your
rsandh.com
goals and repeating this simple process as often as necessary, www.partneringinstitute.org
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BEST PRACTICES EVERY FERRARI IS A CAR, BUT NOT EVERY CAR IS A FERRARI. QUITE SIMILARLY, EVERY TEAM IS NOT A HIGH PERFORMING TEAM. TO BETTER UNDERSTAND WHAT A HIGH PERFORMANCE TEAM LOOKS LIKE, LET’S REVIEW SOME BASIC DEFINITIONS.
TEAM: A GROUP OF PEOPLE ASSOCIATED TOGETHER IN WORK OR ACTIVITY.
HIGH PERFORMANCE TEAM: A GROUP OF PEOPLE WITH SPECIFIC ROLES AND COMPLEMENTARY TALENTS AND SKILLS, ALIGNED WITH AND COMMITTED TO A COMMON PURPOSE, WHO CONSISTENTLY SHOW HIGH LEVELS OF COLLABORATION AND INNOVATION THAT PRODUCE SUPERIOR RESULTS.
Building a High Performance Team 1. DEVELOP TRUST WITHIN THE TEAM You must work to develop trust among the team members. Trust develops when you do what you say you are going to do. Since high-performance teams are interdependent, no one succeeds unless commitments are followed through on. Trust erodes when someone feels that they are being treated “unfairly.” High performing
NOW THAT WE KNOW THE BASIC DEFINITION OF A HIGHPERFORMANCE TEAM, THE NEXT QUESTION IS HOW TO GET YOUR TEAM TO PERFORM LIKE ONE. THERE ARE CERTAIN SPECIFIC ELEMENTS THAT SEPARATE HIGH-PERFORMING TEAMS FROM THE REST.
teams always talk about what is fair. Then, work to find ways to resolve issues that are fair to everyone involved.
2. RESIST PLAYING THE “BLAME GAME” When confronted with a problem it is only natural to want to find out who is to blame or how the issue could have happened. The problem with the “blame game” is that communication stops as everyone becomes protective. In the interim, no one is working on solving the problem! High performing teams keep focused on the solution, which keeps blame out of the picture and strengthens relationships within the team.
3. CLEAR EXPECTATIONS, ROLES AND RESPONSIBILITIES HERE ARE TEN BEST PRACTICES WE’VE IDENTIFIED THAT YOU CAN IMPLEMENT RIGHT AWAY TO MAKE ANY TEAM RUN LIKE A FERRARI.
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If a picture is worth a thousand words, then why not draw a picture of how your team is organized. Who does what? What’s their role? Who has the authority to make which decisions? What is the decision making process? High performing teams allow the team members to ask questions to clarify expectations, and then agree on how things are supposed to, or need to, work. By doing this, expectations on roles, responsibility and authority become very clear.
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4. RESOLVE ISSUES QUICKLY Teams start out and gain momentum over time. When problems and issues stop them, it causes a loss of momentum. However, if the problem or issue is resolved quickly, the momentum is only slightly diminished and continues to move forward and grow. High performing teams have a clear path
7. CO-CREATE THE SOLUTION
for resolving issues quickly. The process is known and used
People don’t argue with what they help to create, and there
by all. One such process is to agree to disagree on issues and
truly is a collective wisdom in a team. High performing
then empower a new set of people to look at the issue so they
teams will tap into that wisdom by offering the team a
can offer their ideas for resolution, then move on. Indecision is
chance to help create the solution(s) to the core problem
your enemy here.
that’s been identified.
5. BUILD IN FUN
8. FOSTER A FORUM OF COMMUNICATION
Teams that have “fun” perform better. And you can build in
When team members trust each other to tell the truth, no
the fun. It is important to take time to laugh and enjoy each
matter what—then a dialogue can take place. Teams that
other. We have seen teams that play golf, have barbecues,
perform well are willing to listen to their teammates with an
chat casually at the start of each meeting, and learned to fish
empathetic ear, really trying to understand what they are
together. These were top performing teams. So monitor the
saying, without judgement. Then, in turn, they are willing to
level of “fun” on your team and work to insure that your team
speak truthfully, from their perspective, how they see things.
is having fun together.
Seeing the same issue from different perspectives is when real
6. AGREE ON THE PROBLEM
communication occurs.
It is easy to say that the problem is an out of spec delivery.
9. BE STRUCTURED FOR SUCCESS
But this is really a symptom of some other problem – like the
Policies, procedures, roles and responsibilities all must be
communication process, delivery system, procurement system,
in place, understood and congruent with the goals of your
the vendor’s quality, etc. High performing teams create an
team. Misaligned policies often frustrate team members
atmosphere that allows everyone on the team to openly discuss
into complacency. Poorly run meetings waste time and
the issue so they can find and agree on the core problem.
energy. A lack of a clearly charted course prevents the
Because, if you don’t agree on the problem you are never going to
team from knowing where it is and what is of the highest
agree on the solution!
priority. High performing teams set priorities and ensure they are followed through upon to minimize wasted time. With a solid structure in place, the team is enabled to achieve their objectives.
10. TRUST IN THE COLLECTIVE WISDOM OF YOUR TEAM Every team faces its challenges and problems. It’s not the number or magnitude of the problems that determines if the team succeeds or fails, it is how the team comes together to resolve the problems that determines success or failure. Teams that are high performers ensure that the right people are in the right place at the right time, so the team can focus on the challenges that it faces. It then begins to tap into the collective wisdom of the team to cocreate great ideas and solutions. www.partneringinstitute.org
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NEXT-LEVEL PARTNERING
Partnering Through Construction Challenges L ooking ahead to the New Year,
these challenges. SCP helps the team by
and design software, drones, and
we know that one constant
improving their level of communication,
virtual and augmented reality systems
will be change. While change
co-creating solutions by pulling from
can help team members collaborate
itself provides opportunities to grow, it
the collective wisdom of the team and
while being located in various parts
also presents various challenges. The
building trust and cohesion to work
of the world, there is still the need
construction industry is not alone in
through challenges more efficiently.
for face to face interaction. Holding
dealing with many of the challenges
structured collaborative partnering
that impact other professions, but
Workers in construction are aging out
sessions periodically throughout a
there are some unique challenges we
and retiring faster than the younger
project allows the team to exchange
are faced with that require unique
generation is entering the field. The
ideas in an open, fluid way, build
solutions.
shrinking workforce is requiring
relationships, and create synergy
companies to change their recruitment
within the team.
A few of our most pressing challenges
practices, like offering more internships
are: a shrinking workforce, the rapid
to college students, mentorship
More project teams are embracing
introduction of new technologies,
programs, and increasing opportunities
newer delivery methods like design-
new building materials, and a host of
for women and Millennials. Meanwhile,
build and IPD to become more efficient
newer delivery methods. Oftentimes,
a smaller workforce requires teams and
and productive. While these delivery
navigating through change can be
individuals to work more efficiently,
methods are designed to improve
scary, increasing levels of stress while
often requiring employees to take
communication and collaboration
we learn how to work within the new
on multiple functions. Structured
among the owner, designer and
parameters, and making sure all team
collaborative partnering helps teams
contractor, structured collaborative
members are trained and competent in
align goals and manage risk more
partnering can still play a vital role
the new policies and procedures.
effectively. Potential problems are
in helping to improve the overall
often identified and solved before they
performance of the team.
Although we can count on ever-
occur, and issues that haven’t been
changing technology, building materials
pre-identified are solved at the lowest
Back in the 1960’s Bob Dylan sang about
and other aspects of our industry, the
field level, before they escalate, costing
how “the times they are achangin’.”
part that will remain steady, is the fact
additional time and money.
Fifty years later, things are still
that it will still take teams of people
“achangin’.” Structured collaborative
performing together at a high level to
Companies who adopt new technology
partnering helps construction
build tomorrow’s projects. Structured
have an advantage in attracting more
companies navigate these changes, by
collaborative partnering (SCP) is one
millennials, and reaping the benefits of
allowing for greater collaboration and
of the most effective ways to help
improved collaboration from that new
problem-solving, and by delivering
construction teams work through
technology. While cloud-based planning
exceptional project outcomes.
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Partnering Magazine Winter 2019
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FIRST TIME PARTNERING
“Pilot” part
Partnering Best Practices—From Three Award-Winning “Pilot” Projects, Using Partnering for the First Time THE BENEFITS OF PARTNERING HAVE BEEN REPORTED IN COUNTLESS STUDIES SPANNING OVER THIRTY YEARS. THESE BENEFITS RANGE FROM DEVELOPING HIGH-PERFORMING
PLENTY OF EMPIRICAL EVIDENCE
Mineta San Jose International Airport (SJC) Perimeter Security Technology Project
EXISTS TO SUPPORT THE DECISION
Owner: Mineta San Jose International
TO MAKE PARTNERING “THE WAY
Airport
YOU DO BUSINESS,” PARTNERING
Prime Contractor: Central Sierra Electric
YOUR FIRST PROJECT MAY
Designer: Gensler
STILL SEEM A BIT DAUNTING.
Designer (Engineering): WSP USA
of such a challenging endeavor. She
WE’RE FEATURING THREE 2018
Construction Administration Manager:
had been introduced to IPI through a
IPI PARTNERED PROJECT OF
ASL Program Management Consultants
colleague and encouraged to attend an
THE YEAR AWARD WINNING
Key Subcontractor: Ojo Technology
IPI “Aviation Committee” conference call.
“PILOT” PROJECTS, TO SHARE
Partnering Facilitator: OrgMetrics LLC
Through that introduction to IPI, Judy
TEAMS, TO MILLIONS OF DOLLARS IN COST REDUCTION AND MONTHS OF SCHEDULE SAVINGS. WHILE
learned what Partnering could do for her
HOW THEY GOT INTRODUCED TO PARTNERING, HIGHLIGHT
Judy Ross, then Deputy Director of
team and her project. She was able to get
SOME OF THE CHALLENGES
Planning and Development at Mineta
the Pilot program approved, and never
THESE TEAMS FACED, AND THE
San Jose International Airport was
looked back.
PARTNERING “BEST PRACTICES”
tasked with leading this high visibility
THEY USED TO OVERCOME THOSE
project and knew that she needed a
The Mineta San Jose International Airport
CHALLENGES.
competitive edge to ensure that the
(SJC) is a medium-hub, urban airport
team was prepared to meet the demands
that serves 12.5 million passengers per year. The Perimeter Security Technology Project was a fast-paced, federally-funded civil project delivered in the winter and spring of 2017, which included perimeter fence upgrades and technology enhancements. The $11.2M scope completed during this phase consisted of the team installing 123 new security cameras and upgrading the software system, significantly
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Partnering Magazine Winter 2019
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tnering projects improving the ability for SJC security staff to monitor the entire perimeter of the campus. What stood out most to this Diamond Level IPI Partnered Project of the Year award-winning team was the journey they went through to deliver this timesensitive, technologically challenging, and politically sensitive project. The project team managed six key factors that made this project highly complex: 1. They
managed a tight timeframe for
design and construction. overcame a substantial learning
Technology, Stephanie Harrison. The
Consultants to manage the delivery of the
curve on this first-of-its-kind security
contractor was represented by CSE’s
construction project. The executives also
camera upgrade project in the Bay Area.
Chief Estimator Jim Wright and later
brought in experts from Faith Group to
team saved over $400,000 on the
Richard Murphy. After the Executive
support the technology implementation
project by updating conduit and fiber
meeting, the Core team, made up of
and added engineering support from WSP.
route designs while in the field.
the key construction project staff and
Ultimately, each of the entities participated
the key stakeholders and end-user
in the Partnering process and Scorecard.
2. They
3. The
4. They
maintained excellent collaboration
in spite of turnover in key leadership
representatives, would meet to review the
positions from both the contractor and
project status and discuss ongoing and
During the initial owner’s meeting,
the owner.
upcoming potential issues.
the team developed Fast Action
5. They
Strategic Teams (FAST) based on IPI
developed a new stakeholder The final Partnering workshop was a
best practices. They identified “owners”
close-out/lessons learned session. During
(subject matter experts) for the four
on time through California’s wettest
this session, the team identified the
key elements of the project: Electrical,
winter in 50 years.
key punch list items, collected lessons
Hardware (including cameras, fiber,
learned from all phases of construction
switches, and UPS), Software/IT, and
The construction team managed
and graded the outcomes of the project.
Activation/Commissioning. The FAST team
risk by integrating multiple airport
They also identified Most Valuable
“owners” would be prepared to attend
stakeholders into the project, including
Partners for the project.
additional meetings and support issue
process based on IPI best practices. 6. They
delivered a civil/engineering project
resolution in construction as needed.
Airport Operations and Security, Airport Technology, the Electrical shop,
The team used monthly Scorecard
Once construction started in earnest, the
Maintenance, and San Jose Public Works.
Surveys to monitor progress on resolving
team folded the FAST teams into a single,
key issues and on the project goals
weekly “issues meeting” where the project
For this project, the team used a
established during the kick-off meeting.
team would invite the needed subject
Professional Neutral Facilitator for all
The Executive team would review the
matter experts to participate and help
partnering sessions. The first partnering
Scorecard together and develop strategy
resolve issues discovered in the field.
session involved training and a strategic
recommendations based on its findings
partnering process for the owner’s team.
for the team to implement.
The team used a multi-tiered partnering
This partnering pilot is a true testament to what a team can do when they
model with an Executive team comprised
Early on, it became clear that SJC needed
focus on resolving all issues in front of
of SJC’s leaders of Planning and
assistance in managing the project, so
them rather than focus on contractual
Development, Judy Ross, Operations
they brought in Construction Manager,
problems that could get in their way.
(Security), Bob Lockhart and Aviation
Saif Elbanna of ASL Program Management
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Winter 2019 Partnering Magazine
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FIRST TIME PARTNERING San Luis Obispo County Regional Airport New Terminal Owner: County of San Luis Obispo Department of Airports Prime Contractor: Q&D Construction Designer: RS&H, Inc. Construction Manager: Arcadis Partnering Facilitator: OrgMetrics LLC Duane Boreham, Vice President, Aviation Division at Q &
change order for soil condition, which required significant soil
D Construction, stated that their company culture is based
stabilization and lime treating not contemplated at time of
on developing and maintaining collaborative relationships.
award. These issues were increased in difficulty by the California
Partnering this project, the first with San Luis Obispo County,
drought ending and the project enduring rains the area hadn’t
seemed the best way to go.
seen in over ten years. The team worked well from the beginning, bringing stakeholders to the table and identifying expectations,
Duane asked Kevin Bumen, Airport Director to look into IPI to see if
needs and wants, which were effectively implemented. During
he’d be open to the idea of Partnering. Once Kevin had a chance to
construction, the airport projected increased passenger capacity
review the resources on the IPI website and speak with a few other
by 30 percent, added two new airlines, and committed to
owners who have developed successful Partnering programs, he
redesigning the ticket counters to accommodate multiple airlines
was all in. In fact, Kevin “saw no downside to fully engaging in the
and new passenger trends.
Partnering process,” and his support was instrumental in getting the entire project team to embrace Partnering.
Of significant importance to the team culture was the early commitment by the leadership team to co-locate the field staff
The new 56,000 square foot terminal is almost 45,000 square feet
in one jobsite trailer—accommodating staff from the County,
larger than the existing terminal. The new terminal, constructed
contractor, construction manager, designer and inspection
in 762 days, features separate ticketing and baggage claim areas,
team under one roof, sharing the conference room, copier and
glass-sided low rider passenger boarding bridges and an open
coffee machine. While difficult at first, the team adjusted to the
air courtyard area between security and boarding that is also the
commingling of conversations, and established new meanings for
future terminal expansion area. Airport Director Kevin Bumen
“open door policy” and “transparency,” including an “open book”
praised the team during the final partnering session stating:
accounting method typically reserved for construction-manager-
“We’ve created a legacy for the community; this facility will serve
at-risk (CMAR) or design-build projects. As a result, the team
the community for generations. We’re lucky to have a team that
quickly developed habits that supported project-first decision-
never gave up!”
making and delivered a highly-successful project. The team committed to resolve issues “as they’d go,” and at several times
The commitment to the team and co-creating solutions
throughout the project had no open change orders or requests
was tested from the beginning with a significant earth work
for information.
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Partnering Magazine Winter 2019
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power in the room and helped the team focus on project issues and building trust. To remember their goals, the team printed them as a banner and strung it around the conference room ceiling. The team signed a charter with the goals and posted it above the copier. They resolved all issues using the dispute resolution ladder, with most issues being resolved at level I. Initially, they held monthly executive and core team sessions, including a team lunch. Partnering frequency was expanded to bimonthly in mid-2016 as the team formed and learned to conquer Duane noted that one of the key factors in getting the team
problems together. Monthly scorecards were used, and followed
to discuss issues openly and fairly was having a professional
up on in every partnering session, updating the goals and key
“neutral” Partnering Facilitator. The Facilitator balanced the
issues to stay current.
BWI Thurgood Marshall Airport D/E Connector and Security Checkpoint Project
Airport, as well as a new eight lane passenger security screening
Owner: Maryland Department of Transportation/Maryland
135,000 square feet of new building on three levels and the
Aviation Administration
renovation of approximately 90,000 square feet within the
Program Management: Airport Design Consultants, Inc. (ADCI)
existing terminal. The project involved all building trades and
Prime Contractor: Whiting Turner Contracting Company
specialty work associated with airport terminal facilities. The
Designer: AECOM
contract was awarded to Whiting Turner Contracting Company.
checkpoint. The work included construction of approximately
Construction Manager: WSP USA Partnering Facilitator: Ventura Consulting Group
The project team, through MDOT MAA, selected and hired a Professional Neutral Facilitator (a member of IPI) as part of
Going into the project, the entire project team of MDOT MAA,
the project allowance funds. Through an initial kick-off session,
including the Program Manager (ADCI), Designer (AECOM),
followed by quarterly follow-up sessions, the team used the IPI
and Construction Management and Inspection group (WSP),
model for their Partnering process. All of the Partnering sessions
were confident of the project’s potential for success. However,
were facilitated, including Executive Partnering Sessions held
problems impacted the critical path of the project from the start.
throughout the project.
The pressure of these issues added to an
Electronic surveys were
already stressed team
utilized. For areas where
who had begun finger
the team was scoring low
pointing and retreating
on project specific goals,
into defensive positions.
the team developed Task
In an attempt to save the
Force groups to focus
project schedule, MDOT
on identifying the team
MAA decided to try
member responsible
Partnering.
for championing their resolution.
The contract provided for the construction of
The Project Team agreed
an airside passenger
to meet quarterly to focus
connector between
on the Partnering process
Concourses D and E at
and review the initial Big
BWI Thurgood Marshall
Hairy Audacious Goals
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Winter 2019 Partnering Magazine
13
(BHAGs) to discuss where they needed to be updated, re-worded or refined. Starting with the first workshop in July 2015, the effort to define goals around the topics of Safety, Schedule, Quality, Operations, Budget, and Teamwork required a conversation of the real needs of the project and how issues can be resolved with the objective of meeting the BHAGS. As mentioned previously, there were specific problems facing the project early which required resolution to get the project back on course. These issues included 1. demolition
that was halted due to an existing water
line that ran through the site and the shut off valve could not be located; 2. a
bust in the structural tie-in to the building that shut
down steel fabrication; and 3. an
At one time the project was running six months behind schedule. Partnering efforts
undocumented substation feeder line that was in
enabled the Project Team to
direct conflict with a critical drilled shaft foundation.
recover lost time and regain the original schedule to
As part of the partnering process, the team identified
meet Milestone deadlines.
some of the key factors that were contributing to the
This six-month savings to
problems on the project, such as RFI reviews, bottlenecking of the
the Contractor is estimated at $2,000,000 based on their monthly
submittals for review, and overall coordination and collaboration
burn rate specified in the project General Conditions.
within the project team was missing. Partnering turned a project that was headed for failure into one At the first Partnering session, a resolution ladder was
of the biggest successes in the MDOT MAA’s Capital Program
established as the procedure for resolving issues. The goal was to
history. The scope was increased by the owner to capture the
have issues resolved at the lowest level. If an issue could not be
team’s productivity. The schedule for the Milestones were
resolved at that level, it needed to be pushed up the ladder to a
refined in great detail to work with the third party needs and
higher level of management for resolution. An excellent example
accomplish the goals. The quality of the checkpoint work was
of this is the solution to the substation feeder. The issue could
given an award by the TSA Leadership. Since the team set the
not be resolved at the lower levels, so it was quickly elevated to
bar so high on the safety goal, the accomplishment of meeting
the executive team. A plan was developed for a redesign of the
the goal actually exceeded expectations as the goal was a big
steel to utilize a transfer beam and move the caisson away from
challenge for a construction project of this size and complexity.
the feeder duct bank, thereby taking it off the critical path. The success of the Partnering efforts on this project, has changed the way MDOT MAA does construction, requiring Partnering on all construction projects over $10 million. To bring the stakeholders together to work the project as one Team. As a result of this experience, all members of the Team have participated in presentations at conferences on the East Coast championing the value of Partnering for large constructions projects.
All project team photos taken at IPI’s Collaboration 2018 Conference 14
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BUILDING CALIFORNIA S I N C E 19 3 2
PAVI NG 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
RECIpIENt OF NUmEROUS pA R t N E R I N G A w A R D S INTERNATIONAL PARTNERING INSTITUTE JOHN L. MARTIN 2018 PARTNERED PROJECT OF THE YEAR - SAPPHIRE LEVEL AWARD -
G RADI NG
OAKLAND RUNWAY 12-30 REHABILITATION SOUTH FIELD, OAKLAND INTERNATIONAL AIRPORT - RUBY LEVEL AWARDS (1) SFO TAXILANES H&M REALIGNMENT (2) SFO RUNWAY 10R-28L OVERLAY AND RECONSTRUCTION & TAXIWAYS F2 AND S PROJECT INTERNATIONAL PARTNERING INSTITUTE JOHN L. MARTIN 2017 PARTNERED PROJECT OF THE YEAR - SAPPHIRE LEVEL WILLITS BYPASS PROJECT
ROAD/ H IG HWAY INTERNATIONAL PARTNERING INSTITUTE 2016 PARTNERING CHAMPION AWARD IPI’S HIGHEST HONOR!
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
DEMOLITION / EXCAVATI NG
PARTNERING CELEBRATED
San Francisco Collaborative Partnering Steering Committee Celebrates their first Partnering Awards Ceremony
On
Photo (from left): Ed Reiskin, Director of Transportation of the San Francisco Municipal Transportation Agency; Naomi Kelly, San Francisco City Administrator; Mohammed Nuru, Director of San Francisco Public Works and Co-Chair of the San Francisco Collaborative Partnering Steering Committee (Photo credit Jeremy Menzies/ SFMTA)
September 25, 2018, the San Francisco Collaborative Partnering Steering Committee (SFCPSC) held their first Partnering Awards
Ceremony in the Green Room of the San Francisco War Memorial & Opera House. During the awards ceremony, with an audience of over twohundred attendees, Public Works Director, Mohammed Nuru gave an overview of San Francisco’s Partnering Program, where he stated: “Partnering is changing the way we do business. It’s empowering to teams, and its impact can be measured in many ways – safety, time saved and our return on investment
SILVER LEVEL
for the money we invest in public projects. As one of our project
Cherry Dam Outlet Works Rehabilitation
managers said: A visit to the completed project site says more
Owner: San Francisco Public Utilities Commission*
about partnering than words ever can—our successes are visible.”
Prime Contractor: Anvil Builders, Inc. A&E: Black & Veatch
Congratulations to the SFCPSC on their inaugural Award
Facilitator: Jessica B. Romm, JBROMM PHD*
Ceremony and the Award Winners!! Muni Metro East Phase II Five Storage Track Extension
CATEGORY 1 – PUBLIC
Owner: San Francisco Municipal Transportation Agency*
INFRASTRUCTURE (Under $10 million)
A&E: SFMTA*
Prime Contractor: Con-Quest Contractors, Inc. Facilitator: Jessica B. Romm, JBROMM PHD*
BRONZE LEVEL South Van Ness Avenue Traffic Signal Upgrade
GOLD LEVEL
Owner: San Francisco Municipal Transportation Agency*
2017 Mountain Tunnel Inspection & Repairs
Project Management: San Francisco Public Works*
Owner: San Francisco Public Utilities Commission*
Prime Contractor: Phoenix Electric Company
Prime Contractor: Sierra Mountain Construction Inc.
Construction Management: San Francisco Public Works*
A&E: McMillen Jacobs
Facilitator: Maria McKay, GSA Partnering Facilitator
Facilitator: Jessica B. Romm, JBROMM PHD*
Fulton Mid-Route Muni Forward
Holloway Green Street Stormwater Improvements
Owner: San Francisco Municipal Transportation Agency*
Owner: San Francisco Public Utilities Commission*
Prime Contractor: Con-Quest Contractors, Inc.
Prime Contractor: M Squared Construction
A&E: SFMTA*
A&E: San Francisco Public Works*
Facilitator: Jessica B. Romm, JBROMM PHD*
Facilitator: Jessica B. Romm, JBROMM PHD* * Denotes IPI Members
16
Partnering Magazine Winter 2019
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IPI PARTNERING AWARD WINNER
DENVER INTERNATIONAL AIRPORT Gate Apron Rehabilitation & Drainage Improvements Year after year, we partner with the best.
Building the infrastructure of tomorrow. A HOCHTIEF Company
www.flatironcorp.com
PARTNERING CELEBRATED CATEGORY 1 – BUILDINGS (Under $10 million) BRONZE LEVEL Pier 23 & Pier 19 ½ Roof Repair Owner: Port of San Francisco* Prime Contractor: Pioneer Contractors, Inc. A&E: Port of San Francisco* Facilitator: Jessica B. Romm, JBROMM PHD*
SILVER LEVEL Randall Museum Renovation
GOLD LEVEL SFO Runway 10R-28L Overlay and Reconstruction and Taxiways F2 and S Owner: San Francisco International Airport* Prime: Golden Gate Constructors (DeSilva Gates Construction and Graniterock Construction, JV) * A&E: SFO Engineering Construction Management: AECOM Facilitator: Rob Reaugh, OrgMetrics LLC*
Owner: San Francisco Recreation & Parks* Prime Contractor: Roebuck Construction, Inc. A&E: Kuth Ranieri Architects and Pfau Long Architecture, JV
CATEGORY 3 – BUILDINGS ($30 million+)
Facilitator: Jessica B. Romm, JBROMM PHD*
GOLD LEVEL
High Speed Gates Checkpoint Installation
Central Shops Replacement Facilities Project
Owner: San Francisco International Airport*
Owner: City Administrator and Central Shops
Design/Builder: Schembri Construction*
Project Management: San Francisco Public Works*
A&E Civil: Telamon Engineering Consultants
Funding: San Francisco Public Utilities Commission*
A&E Electrical: F.W. Associates
Prime Contractor: Oryx Partners, LLC
Facilitator: Rob Reaugh, OrgMetrics LLC*
General Contractor: Pankow Builders Architects: Forge and William Duff Architects
CATEGORY 2 – PUBLIC
Structural: Buehler & Buehler Structural Engineers and Rivera
INFRASTRUCTURE ($10-30 million)
Facilitator: Jim Delia, JBR Partners, Inc.
SILVER LEVEL
Firehouse #3 and South Field Checkpoint
Potrero Avenue Roadway Improvement Owner: San Francisco Public Works* Prime Contractor: A. Ruiz Construction, Inc. A&E: San Francisco Public Works* Facilitator: Neal Flesner, Ventura Consulting Group*
CATEGORY 3 – PUBLIC INFRASTRUCTURE ($30 million+) SILVER LEVEL SFO Taxilanes H&M Realignment
Consulting Group
Owner: San Francisco International Airport* Prime: C. Overaa & Co. Architects: Shaw Kawasaki Architects/ YamaMar Architects JV CM: WSP / AGS Facilitator: Rob Reaugh, OrgMetrics LLC*
BEST IN CLASS PUBLIC INFRASTRUCTURE SFO Runway 10R-28L Overlay and Reconstruction and Taxiways F2 and S
Owner: San Francisco International Airport*
BUILDINGS
Prime Contractor: Golden Gate Constructors (DeSilva Gates
Central Shops Replacement Facilities Project
Construction and Graniterock Construction, JV) * A&E: SFO Engineering Construction Management: HNTB
* Denotes IPI Members
Facilitator: Rob Reaugh, OrgMetrics LLC* 18
Partnering Magazine Winter 2019
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