FROM THE CHAIR TO LEAD OR NOT TO LEAD
While reviewing the educational program for the upcoming Capital Projects Symposium, I was impressed by the number of sessions that address leadership. Our membership clearly realizes the skills gap we are facing today, as it’s apparent through the sheer number of speaker proposals we received for this year’s Symposium. Topics to include soft skills, emotional intelligence, negotiations, communication, and collaboration will provide timely training needed beyond the technical books we studied in school. This emphasis is consistent with CMAA’s strategic discussions, as our Board of Directors has identified collaboration and leadership training as a priority for our industry. As we grapple with how to realize predictable outcomes, alternative delivery methods have developed. Over the past 20 years, the focus of alternative delivery methods has shifted from contract risk allocation to hybrid delivery methods with a priority on increasing collaboration. This is the key to success on projects and is often lacking. The fuel driving collaboration is leadership, starting with the owner. One reason many owners join CMAA is because they recognize the importance and value of good project management. Increasingly, our owner members recognize that they need enlightened management and bold leadership to move the industry forward. Like many CMs, I have spent most of my career focused on ensuring compliance of contractors and subcontractors—in other words, making sure they do the job they are contracted to do. But we as CMs can do better too, when we appreciate that we ARE leaders (or should be). Compliance and processes to facilitate execution of construction tasks are just the beginning. As CMs, our job is to give our owners the tools and information they need to make timely decisions. And owners can provide better leadership when they receive these from their CMs. How do we drive toward better leadership skills? There are no simple answers but, I hope you are planning to join us in Denver to get actively involved in collaborating and communicating with the CMAA leadership. If advancing leadership skills is your objective for 2018, I’ll see you in Denver.
Chris Payne, PE, CCM Mr. Payne is Executive Vice President/ Chief Operating Officer with MBP. He has more than 30 years of experience in construction management and design, performing a wide variety of services such as construction project management, inspection, CPM scheduling, and cost estimating. He has specialized experience in the resolution of construction disputes to include analysis of delays and expert testimony. He began his career as a structural engineer performing bridge design and consults on a variety of building and transportation programs, providing direct client coordination and strategic counsel.
BACK COVER 7926 Jones Branch Drive, Suite 800 McLean, Va 22102-3303 USA
INSIDE: Navigating the Digital Future: The Disruption of Capital Projects - P. 4 Non-Contractual Liability of Construction Managers For Injury of Third Parties - P. 6 The Stryker Center: Managing Risk Through Private Sector P3 Experience - P. 8
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Atlantic Yards B2, Brooklyn, NY 2017 Project Achievement Award Residential/Mixed Use: Construction Value Greater than $50 Million Owner: Forest City Ratner Companies CM: Turner Construction
Advisor Spring 2018
The Journal of Professional CM/PM Practice
The Cardwell Collaborative Building, El Paso, TX 2017 Project Achievement Award Healthcare: Construction Value Less than $50 Million Owner: Medical Center of the Americas Foundation CM: The Broaddus Companies
Advisor Spring 2018
Spring 2018
ON THE COVER
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