This issue features the Partnering success of the U.S. 6 Bridges Design-Build Project team! Read also about how to manage polarities in construction, what you should know about trust on multi-functional and dispersed teams, and how to get involved with IPI.
In this issue, read about how IPI strengthened the pillars of research, member engagement, outreach and tool development in 2016 to achieve its mission.
Change in dates: Please note that "Collaboration 2017"--Our Conference and 8th Annual Award Ceremony-- will be held May 18th and 19th, 2017.
Collaboration 2017–May 18th
Noon - 1:00 p.m.
Attendees Learned strategies for reinforcing a partnering culture beyond the kickoff session and for encouraging collaboration throughout the entire project.
About The Speaker
Eric Sanderson, MIPI
President, Red Rocks Advisors LLC
Eric Sanderson is Founder and President of Red Rocks Advisors, LLC. Mr. Sanderson provides consulting and facilitation services to engineering and construction organizations and owners in the utility and infrastructure sectors of the construction industry. Services provided include management consulting, project teambuilding and partnering for public, commercial and utility infrastructure projects and programs. Mr. Sanderson is an IPI Certified Master Level Partnering facilitator having conducted over 325 professional facilitations. With over 25 years of experience in the construction industry, he brings an understanding of both complex business strategy, and practical operations implementation.
We interviewed him about some of the common challenges to maintaining Partnering momentum:
Tell me more about what you mean when you say “Partnering culture”
It is a shared mindset and disposition toward collaboration. Culture is about sustaining the collaborative environment. It’s an environment where there is consistent performance and reinforcement of collaboration. Everyone must have the attitude and mindset of “We are one team, working on this together.” There is no division between contractor, owner, and designer.
What are the differences between the challenges of getting started with Partnering on a project and with the maintaining the momentum?
When a team begins Partnering, the challenge is getting everyone to embrace the concept and commit to the process. When it is done right you come out of the kickoff with shared goals and a sense of unity.
Sustaining the momentum and the culture requires consistent commitment. Purposeful reinforcement is critical to sustaining the effort. In the absence of very purposeful reinforcement on long duration projects, teams that come from adversarial environments are tempted to go back to the old way of doing things: notice letters, threats, litigation.
What about the difference between well-seasoned Partners and pilot projects?
On projects where the Partnering culture is already established, it is easier. The team has better strategies in place to address the challenges. But sustaining it is still important because you have new people coming on, and you’ll need them to embrace it. A high-performing team should achieve more. They should look for ways to achieve greater success.
For piloting, it is important to reinforce the Partnering culture with activities. Those establish what it should be like—what it should look like. They can say and do all the right things at kickoff, but the circumstances in the field will challenge the team.
Will you be discussing Partnering culture at the program level or just the project level?
I will address them at both levels. Many strategies are the same, but there are some differences in how you execute reinforcement activities.
What is the facilitator’s role in reinforcing the Partnering Culture?
On the one hand, the facilitator isn’t the one doing the partnering, so they should not be the one responsible for reinforcing a partnering culture. The project team is who is responsible for reinforcing a partnering culture. On the other hand, they are a member of the team, helping to move things forward. They should be part of the strategizing and have a seat at the table to guide the team to finding the right tools to implement and stay part of the discussion.
The facilitator should:
- Bring strategies to the table
- Facilitate their implementation
- Hold the team accountable.
What do you hope the audience takes away from your seminar?
The core message is that there is a real need for a team to be purposeful in their reinforcement. They actively have to think about “How are we going to reinforce the culture?” Even follow-up sessions can become a “check the box” aspect of Partnering. The core challenge is to be purposeful about the strategies you implement.
Collaboration 2017–May 19th
9:00 a.m. - 10:30 a.m.
Progressive Design-Build and Structured Collaborative Partnering work together to create exceptional project outcomes. Attendees gained the lessons learned from he delivery of $3 Billion worth of projects.
Featuring Sue Dyer, Geoff Neumayr, and Rob Reaugh-- Bios below.
About the Session: An interview with Sue Dyer, Orgmetrics LLC
Tell me about your session: “Partnering for Progressive Design-Build.”
San Francisco International Airport (SFO) is pioneering the way they use Progressive Design-Build. They have created a successful model of Progressive Design-Build that is married to Structured Collaborative Partnering. Partnering creates the culture that produces extraordinary results.
How long has SFO been using Progressive Design-Build?
T2 was the first big project to use it, and that was very successful. It’s been used on about 15 major projects now—or approximately $3 Billon worth of projects.
How do Partnering and Progressive Design-Build mesh?
The very nature of the Progressive Design-Build delivery model requires collaboration in order for it to be effective. The team must openly communicate, build consensus, and benefit from its collective wisdom. That requires a team culture with a high level of trust. You have to actively do something to set the cultural norms-- and that’s done through Partnering. Without it, you’re flying blind and just hoping the team will work well together.
What is one lesson learned you can share with us before the conference?
The traditional role that the construction manager plays is not the same as the role they are needed to play on collaborative Progressive Design-Build projects. Typically, they are hired to protect Owner interests—in doing so they inadvertently create adversarial relationships. But if they know their job is to facilitate the success of a project, they can unleash their years of experience and help improve the project.
What is the main thing you’d like the audience to take away from the session?
Progressive Design-Build is an improved way of delivering complex projects, such as at SFO. There may be a learning curve to it, but the results can be extraordinary—saving as much as 30% per square foot on a project. To be successful, it takes commitment and a structured process.
What will you be speaking about at the kickoff breakfast of the Awards Ceremony?
Collaboration 2017 is an opportunity. Think about what you want to take with you, and tap into the collective wisdom of everyone at the conference: The people coming are doing all kinds of great things. Talk to them. Share openly. That’s what the industry needs.
About The Speakers
Sue Dyer, MIPI
President, OrgMetrics LLC
Sue Dyer is President of OrgMetrics LLC, a professional partnering facilitation firm. OrgMetrics has conducted partnering with over 3,000 projects. She is the founder of the International Partnering Institute, a non-profit educational organization that is dedicated to changing the culture of construction. She is the author of the classic book “Partner Your Project” which is now in its 5th printing. Sue just launched Partnering FIT™, a virtual training platform that provides the knowledge and practical tools to help construction teams produce extraordinary project results. You can contact Sue directly at SueDyer@orgmet.com or 925-449-8300. ©2017 Sue Dyer
Chief Development Officer, SFO
Rob Reaugh, IPI,
Vice President, OrgMetrics LLC
Rob Reaugh is Vice President and professional partnering facilitator for OrgMetrics LLC. Rob has a background in mediation, training and keynote speaking in the field of construction conflict prevention and resolution. He joined the OrgMetrics team in 2012, and has facilitated more than 150 partnering sessions. He currently works with BART, Caltrans, San Jose International Airport, San Francisco International Airport and others and serves as the partnering facilitator for the City and County of San Francisco Collaborative Partnering Steering Committee. He holds a Master’s Degree in Dispute Resolution.
Ovus Partners 360
California Dept of Transportation
Chief, Division of Construction
Ghilotti Bros., Inc. President
Flatiron West, Inc.
Contra Costa Transportation Authority
County of Fresno
Capital Projects Division Manager
Department of Public Works & Planning
CA Div of the State Architect
State Architect, Retired
NCC Construction Sweden AB Partnering Manager
Skanska USA, Building
Co-Chief Operating Officer