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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

www.partneringinstitute.org

Profile for Partnering Magazine

Partnering Magazine Winter 2019  

Partnering Magazine Winter 2019  

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