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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.

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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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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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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

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(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

Partnering Magazine Winter 2019

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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

www.partneringinstitute.org


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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