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Written by Sue Dyer, Founder, IPI

Laying the Foundation for Success: Eight Ground Rules That Fuel Collaborative Partnering 

Every high‐performing project team knows that success isn’t accidental, it’s engineered through intentional behaviors and shared expectations.  Advanced project controls, robust schedules, and clear scopes are essential, but none will reach their full potential without a culture of trust and open communication.  That’s where Partnering Ground Rules come in: setting clear behavioral norms from day one to unlock true collaborative partnering. 

1. Everyone Is Created Equal 

When hierarchies govern every conversation, field crews and subcontractors may hesitate to speak up.  Flattening perceived ranks, where every voice truly matters, builds trust and encourages early identification of risks.  For example, Charlie was frustrated because, in every owner’s meeting, one representative from the owner’s team monopolized conversation, often veering into ridicule. No one else felt safe to speak.  After Charlie introduced Partnering Ground Rules, people began to share perspectives again, alleviating stress and revitalizing project momentum. 

2. Foster Frank, Honest Discussion 

Silence around tough topics breeds reactive chaos later, budget overruns, schedule slips, and added claims. Ground Rule #2 establishes a “no repercussions” policy for surfacing uncomfortable issues.  In practice, that means: 

• Acknowledging concerns without interruption during meetings. 

• Asking clarifying questions (“Help me understand why you see it this way”) to ensure issues are fully understood before shifting to solutions. 

By validating concerns early, teams proactively address root causes rather than battling symptoms when it’s too late. 

3. Judgments Are Not Allowed 

As soon as someone silently labels another’s idea “impractical,” collaboration grinds to a halt.  Suspending judgment keeps minds open.  Teams can remind themselves at the start of each meeting to reframe “That won’t work” into “Help me understand why this might work.”  Over time, this “yes‐and” mindset replaces “yes‐but,” fostering a safer environment where creative solutions can surface without fear of ridicule. 

4. Concentrate on Issues, Not Personalities 

When conflict becomes personal, “You missed this detail” morale erodes and energy shifts from problem solving to blame assignment. Instead, ground rules redirect language toward the issue itself, such as “Let’s focus on the scope overlap.” If a discussion veers into personal critique, appoint someone as the “gate keeper” to keep the team on track.  They get the team to “pause” and steer the conversation back to facts. This objective stance accelerates resolution while preserving interpersonal goodwill. 

5. There Are No Dumb Ideas or Questions 

Some of the most transformative breakthroughs begin as “crazy” suggestions. By explicitly stating that no idea is off‐limits, teams encourage even the most unconventional proposals, prefabrication strategies, novel sequencing, or alternate supply chains, that might shave weeks off the schedule or drive down costs.  Recording these “curveball” ideas without immediate critique helps capture latent innovation that can be vetted later under calmer conditions. 

6. Focus on the Present, Don’t Rehash the Past 

Dwelling on yesterday’s mistakes creates resentment and stalls progress. Ground rules emphasize, “We can’t change what happened, how do we address this now? ” A “lessons learned” board can separate retrospective analysis from present‐day action planning.  By keeping conversations forward‐looking, teams sustain momentum and avoid reliving grudges that derail collaboration. 

7. You Must Participate 

Partnering is a team sport. When only a handful of individuals drive discussions, the project forfeits the collective wisdom of those closest to the work.  To ensure broad engagement, rotate facilitation roles among team members, and start each session with an icebreaker, “What have you seen on‐site that could be improved?”, so everyone has a stake.  As Charlie discovered, when every team member knows their input is mission‐critical, hidden risks and creative solutions emerge. 

8. It’s OK to Have Fun 

Construction is inherently stressful, weather delays, design revisions, supply‐chain disruptions all test morale.  Injecting a bit of humor or camaraderie (e.g., brief “team trivia” before meetings or monthly “Partnering Coffee Breaks”) helps reduce tension and reminds teams that they’re tackling challenges together.  Laughter and lighthearted interactions strengthen relationships that can be leaned on when deadlines loom. 

Why Ground Rules Matter 

Ground rules are more than meeting checkboxes, they are the connective tissue binding a team together.  When embraced, these principles: 

1. Build Trust Faster: When every voice is respected, assumptions vanish and collaboration deepens. 

1. Reduce Conflict Escalations: By focusing on issues—not personalities—small disagreements don’t spiral into formal claims. 

1. Ignite Innovation: An open forum where “no dumb ideas” exist fosters breakthrough solutions. 

1. Sustain Momentum: Keeping conversations present‐focused and inclusive prevents time wasted on blame and silos. 

Charlie’s story illustrates this perfectly: his owner’s meetings were drifting into hostility until he introduced ground rules.  Once everyone understood they had equal opportunity to speak, and that judgments were off the table, the dynamics shifted. Participants felt safer sharing honest insights, stress levels dropped, and collaboration returned.  In turn, the project regained its rhythm, and small issues were addressed before they ballooned into budget‐busting claims. 

Turning Ground Rules into Habits 

Incorporate a monthly “Ground Rules Review” into your meetings.  Ask each team member to share which rule they find easiest, and which they’ll commit to improving.  By regularly revisiting these principles, you reinforce that partnering is not a one‐and‐done at kickoff, but a continuous mindset driving every decision. 

Written by Sue Dyer, Founder, IPI

In the coming three years, public works construction across the United States will undergo a profound transformation, not because of a single technology or regulation, but due to a convergence of strategic shifts. For owners and contractors delivering roads, bridges, airports, water systems, and research facilities, these changes will redefine how we build, lead, and collaborate. 

At the International Partnering Institute (IPI), we believe these trends demand not only technical adaptation but also a leadership evolution. Project leaders must become systems thinkers, risk navigators, and collaboration proponents. Here are the five strategic trends reshaping our industry and how you can lead through them. 

1. Resilient and Adaptive Infrastructure is Becoming the Standard 

Strategic Why: From atmospheric rivers and fires in California to extreme heat in Texas, climate volatility is no longer a future threat, it's a present mandate. Public infrastructure must withstand not just today’s needs, but tomorrow’s extremes. 

Forecasted Impact: Expect to see a shift from “design-bid-build” based solely on cost, to lifecycle-focused delivery models that prioritize durability, environmental adaptability, and long-term maintenance. FEMA, FHWA, and local jurisdictions are rewriting resilience guidelines. 

Leadership Takeaway: Project teams must now integrate climate data, local risk factors, and flexible design criteria into the earliest phases of project planning. Collaborative decision-making, especially with owners, designers, and environmental agencies will be critical to avoid litigation and rework. 

2. Supply Chain Regionalization is Reshaping Material Strategy 

Strategic Why: Tariffs, geopolitical instability, and supply shocks have disrupted construction timelines and budgets. The result? A push to localize and diversify sourcing. 

Forecasted Impact: Public works contractors are rapidly moving toward U.S.-based and regional suppliers. Recycled materials, domestically manufactured steel, and alternative products (like geopolymer concrete) are gaining traction. Agencies are revising procurement protocols to prioritize availability over price alone. 

Leadership Takeaway: Leaders must get proactive about supply chain intelligence mapping vulnerabilities, developing second-tier vendor relationships, and involving procurement early in the design phase. Early partnering around material availability can save months. 

3. The Workforce Crisis is Driving a Talent Transformation 

Strategic Why: The construction workforce is aging rapidly, and the next generation is not showing up in force. Meanwhile, Gen Z workers expect purpose-driven work, flexibility, and digital tools. 

Forecasted Impact: Public agencies and private contractors will expand partnerships with unions, trade schools, and community colleges to grow the talent pipeline. Robotics and AI augmentation will become necessary to offset labor shortages. Projects will be judged as much by how they treat workers as how they deliver infrastructure. 

Leadership Takeaway: Team culture will be a competitive differentiator. Training and mentoring with good on-boarding strategies will be a must. Leaders who create inclusive, empowered teams will retain talent, those who don’t will lose time and money. 

4. Digital Delivery is Moving from Innovation to Expectation 

Strategic Why: Digital twins, AI-assisted design, and real-time project dashboards are no longer experimental, they’re becoming standard. Public owners increasingly require digital deliverables in RFQs and contract language. 

Forecasted Impact: Projects will rely on integrated platforms that centralize scheduling, clash detection, field changes, and forecasting. Data will be used not just to record but to predict and optimize. Risk will be flagged early, and disputes will decline if teams use the tech collaboratively. 

Leadership Takeaway: Digital tools require digital mindsets. It's not enough to hire a BIM coordinator, you need project leaders who can lead data conversations and use technology as a communication tool. The most successful teams will tie tech use directly into their Partnering commitments and behavior expectations. 

5. Collaborative Delivery and Risk Sharing Are Becoming Business Imperatives 

Strategic Why: Traditional models built on silos and low-bid competition are struggling under the weight of modern complexity. The future demands early alignment, shared success metrics, and collective risk ownership. 

Forecasted Impact: Design-Build, CMGC, and Progressive Design-Build will grow but beyond contract type, expect wider adoption of Structured Collaborative Partnering (SCP). This includes facilitated Partnering sessions, partnering charters with behavior and performance goals, and third-party assessments. 

Leadership Takeaway: Collaboration is not a personality trait, it’s a skill set. It requires training, facilitation, and strategic practice. Leaders who know how to align teams early, foster psychological safety, and structure incentives for joint success will consistently outperform their peers. 

A Final Word: Your Leadership Will Define the Future 

Each of these trends, resilience, regionalization, workforce transformation, digital delivery, and collaboration, is powerful on its own. But together, they’re reshaping not just how we build, but how we lead. 

To navigate this new landscape, you don’t just need more information, you need a framework for action and a community of practice. That’s where the IPI Project Leader Certification Training comes in. It’s designed specifically for public works project leaders like you, equipping you with the tools to: 

• Build high-performing, collaborative teams 

• Navigate complex stakeholder dynamics 

• Lead structured conversations about risk, performance, and innovation 

• Deliver projects that are resilient, inclusive, and future-ready 

Take the next step: Learn more and register here.

Written by Sue Dyer, Founder, IPI

In the construction industry, we often pride ourselves on meticulous planning, precise scheduling, and organized management practices. Yet, paradoxically, the very structure we impose to streamline processes can become our greatest obstacle: organizational silos. These invisible yet powerful divisions not only hinder collaboration but also prevent projects from reaching their full potential. 

Understanding the Impact of Silos 

Organizational silos emerge naturally within construction processes as projects move through distinct phases: planning, programming, design, construction, and activation. While structuring our organizations in this manner makes logical sense on paper, the practical implications can be detrimental. Each department becomes isolated, working towards individual, localized goals, potentially losing sight of the overarching objectives of the entire project. 

This phenomenon is known as local optimization. Teams strive for excellence within their confined scope without adequately considering how their choices impact subsequent phases or the overall outcome. The result? Waste, delays, and frustration—and ultimately, a project that falls short of its original vision. 

A Silent Killer of Projects: Isolation 

Isolation within departments is a silent killer of projects. Communication breakdowns lead to missed opportunities, redundant work, and mistrust among team members. These inefficiencies compound, gradually eroding project budgets, timelines, and morale. 

The real tragedy is that this silo mentality deprives your project of its greatest asset: the collective wisdom of your team. Each member brings a unique set of experiences, insights, and expertise. When isolated, these assets remain untapped. Instead, fostering collaboration across all project phases ensures that knowledge flows freely, informing better decisions at every stage. 

The Nozzle Effect: Maximizing Resources 

Consider a garden hose nozzle. Unfocused water sprays broadly but lacks intensity. Tightening the nozzle focuses the stream, maximizing velocity and precision. Similarly, aligning your teams around common goals focuses their collective energy, ensuring resources—time, talent, and funding—are efficiently directed toward strategic project outcomes. 

Collaborative Partnering allows you to develop the "Nozzle Effect", where team members across various project stakeholders engage proactively to identify challenges early, share solutions freely, and collectively optimize resource allocation. The result? Reduced waste, increased efficiency, and significantly enhanced project outcomes. 

Building Trust and Momentum: Driving Out Fear 

One of the foundational elements to breaking down silos is trust. Without it, fear takes root—fear of blame, failure, or criticism. This fear motivates team members to guard their knowledge, protect their company, and avoid taking risks. As fear builds, silos solidify, crippling collaboration and innovation. 

Conversely, cultivating a high-trust environment fosters transparency and openness, essential for true collaboration. Teams feel safe sharing ideas, admitting mistakes, and offering creative solutions without fear of retribution. Trust, unlike fear, builds momentum. Each positive interaction strengthens relationships, boosts morale, and attracts the industry's best talent—designers, contractors, and employees alike. 

Steering Toward Success: The Partnering Steering Committee 

Owners who establish a Partnering Steering Committee can serve as a powerful catalyst for dissolving silos and fostering collaboration. This committee comprises influential project leaders across all project stakeholders. This includes the owner’s team along with the contractors who perform their work.  They are united by a common vision: the overall success of the owner’s projects. Working together to overcome barriers to success.  

Here are key steps to initiating an effective Partnering Steering Committee: 

1. Start with the End in Mind: Define clear, shared objectives for the owner and contractors to improve the success of their projects.  

1. Choose the Right People: Fifty percent of success depends on having committed, capable members. Try to get an equal number of owner, contractors. It is best if you have the participation of your policy maker(s). 

1. Foster Shared Understanding: Facilitate open honest discussions around how to build a high trust, collaborative atmosphere for projects. Learn from one another and develop mutual respect and understanding.  

1. Set Clear Expectations: Establish responsibilities and accountability for participation in the committee. Without consistent participation the committee will be starting over and going backwards regularly.  

1. Establish Transparent Communication: Everyone is allowed to share their truth. This will create the level of trust needed for the committee to become high performing.  

1. Encourage Feedback and Adaptation: Bring in people within the Owner and Contractor organizations and solicit input and feedback so that what the committee develops will be adopted 

1. Celebrate Early Wins: Recognize those implementing what the committee develops as policies, practices and processes. This will reinforce their importance and build momentum and morale. 

1. Train for Collaboration: While the Steering Committee assumes that the owner is doing Collaborative Partnering on their projects, results can be exponential when you equip your team with structured collaborative partnering skills. IPI’s Project Leader Certification Training is designed for this purpose.  

1. Monitor and Measure: Continuously track the effectiveness of your partnering policies developed by the Steering Committee. In fact, it’s best if you co-create the measures for each policy (or practice/process). Then you can make adjustments as needed. 

1. Institutionalize Best Practices: After implementation of your new partnering strategies, you will measure and see the level of success achieved. Embed these successful strategies into your organizational culture to sustain long-term collaboration. 

Owners who adopt these strategies not only enhance immediate project outcomes but also establish themselves as leaders in the industry, attracting top-tier talent and collaborative partners committed to excellence. 

Becoming an Owner and Contractor of Choice 

The construction industry's competitive landscape demands more than technical excellence—it requires becoming an owner and contractor of choice. Organizations that excel in collaborative partnering distinguish themselves by fostering a workplace culture characterized by trust, transparency, and teamwork. 

Employees, designers, and contractors are drawn to environments where their contributions are valued, communication flows freely, and shared goals drive every decision. This attracts the best talent and encourages sustained loyalty, dramatically improving project outcomes and organizational reputation. 

Making 1 + 1 = 30: The Power of Structured Collaborative Partnering 

In isolation, teams and individuals can only achieve so much. However, Collaborative Partnering transforms the potential of your workforce from additive to multiplicative. When collaboration is deeply embedded within your organizational DNA, resources, insights, and innovations flow seamlessly, amplifying impact exponentially. 

The International Partnering Institute’s Collaborative Partnering (CP) offers a proven methodology for creating this dynamic environment. CP training equips your project leaders with essential collaboration skills, tools for building trust, and strategies for effective communication across all project phases. 

Take the Next Step 

Transforming your organization from silo-driven to synergy-focused requires intentional, sustained effort. The rewards, however, far outweigh the investment. Successful project outcomes, reduced waste, increased innovation, and heightened employee satisfaction are just a few benefits awaiting organizations that embrace Collaborative Partnering. 

We invite you to explore the IPI Project Leader Certification Training to equip your leaders with the skills necessary to break down silos permanently and drive lasting success. By prioritizing collaboration, your organization will not only optimize its resources but become a beacon of excellence within the construction industry. 

Construction is indeed a continuous process. Ensure your results reflect that reality by dismantling silos, fostering trust, and harnessing the full power of your collaborative potential. 

Written by Sue Dyer, Founder, IPI

I recently received a question from a new project manager who is running four projects. He shared that trying to help a project succeed seems so unpredictable. He asked me to share what I have seen work to help assure projects are successful. Below I share what I have seen, based on working with over 4,000 projects.

Like this project manager, many others in the industry are baffled by what makes one project team unmistakably high performing, and another team, with similar caliber members, fall short of success. This has been a question I’ve studied for over 35 years. I am always searching to understand how we can assure our projects succeed.

From my experience, the good news is that it does not cost one more cent to be highly successful over being unsuccessful – in fact, it may cost less. Let me explain.

Excellence requires TRUST. Without trust, excellence is simply not possible. And this applies to owners, contractors, subcontractors, and designers. You bring your culture to EVERY project you do.

My team and I have facilitated partnering on over 4,000 construction projects. Here is how we’ve seen a high trust, excellence-based culture play out versus a fearful, mediocrity-based culture. Of course, the leader(s) sets and spreads the culture, but this is what happens when you have a high trust culture on your projects.

Coordination

The team is on the same page. They use the design to document a clear understanding of what is going to be installed each step of the way. Shop drawings match what is to be installed and are corrected if things change. Everyone knows what they are going to do, has the tools and ability to perform the work (i.e., access, laydown, materials, enough people, etc.). They do not arrive on site only to be surprised that someone ordered the wrong tile, the girder is too short, or the shop drawings don’t match the plans. The team has clearly worked together as ONE team to coordinate their efforts before they start working. They are not constantly disrupted by surprises that could or should have been known.

Quality Control

The team checks and double-checks to make sure things are right with mockups, testing, measuring, and checking to ensure equipment and materials are ready (and enough). They don’t spend time arguing against having mockups (I see this fairly often), only to be surprised when the material doesn’t work, is wrong, or there isn’t enough. For example, they do a water test of the windows before they are installed, or a test strip to make sure the mix, equipment, application, and weather produce a good result.

The quality level for your project should be determined within your design – when the budget and materials are decided. But the quality of workmanship is determined by the team. I’ve seen highly skilled craftspeople unable to do a quality job because quality control was seen as a “wasted” effort.

Problem Solving

One of the things I love about construction folks is that we are problem solvers. We just love solving problems. We may not love the stress that comes along with it sometimes, but teams that have big problems they solve together often remember these as their best projects.

It is important to get everyone on the project to look for things that could become a problem and encourage these to be brought up as soon as they are seen. Being proactive and capturing potential issues before they impact the project is like magic. It keeps the team moving forward with confidence and enables predictable production, predictable quality, and predictable schedule and budget.

If I had a dime for each extra dollar it cost a project when a project leader told me we would just wait until the end to solve the project problems – I would be a millionaire. To be high performing means you work to identify, resolve, plan, and install before you are forced to stop or change direction.

Strategy

The highest performing teams have a strategy for building the project (scope). At least someone on the job can wrap their mind around the entire project and visualize how it is going to be built within the timeframe and budget. If you don’t have someone like this, then get them! You can’t just “hope” that you will get there. Being truthful about what can or cannot be achieved is also important. Then you can create a strategy that works.

I have seen many projects that are like a rudderless ship on a voyage. They don’t have a clear and agreed-upon plan for how they are going to reach their destination. I hear owners and CMs often say that the contractor is just trying to create change orders – sure, some may do so – but more often I see there isn’t anyone within the team who knows how to put all the pieces together to optimize the success of the project. Instead, they just do the work in front of them, often surprised by things that pop up and don’t work.

Learning Environment

A high performing team learns from the problems they encounter, so they can improve. If there are repetitive operations, they work to make each one better and better (much like you would in a manufacturing process). These high performing teams look to continuously improve – they openly share their problems and solutions so the entire team understands and can learn to improve. They don’t react to each new issue as if it is brand new and has never been seen before. Teams that don’t learn are doomed to stress because they will just keep making the same mistakes over and over.

High performing teams embrace learning – learning from each other, from the project’s problems, from training, and from innovation. They learn they can create new ways to do things. They love to learn how to create better teams, be better leaders, and do things that have never been done before – to become extraordinary.

TRUST is Key

None of these high performing team behaviors are possible without trust. In fact, your team will only be as good as the level of trust you develop. Think about it: if the team doesn’t trust each other enough to be open and honest, then you aren’t going to have honest communication. Without that, it is impossible to get cooperation or collaboration so that you can have good coordination and problem solving. Without alignment of everyone toward your common purpose, you are drifting along, hoping to succeed.

Excellence does not cost more. It is created by the continuous improvement atmosphere that you have within your project team – not one of protection and fear, but one of collaboration and commitment. High performing teams are more fun, do extraordinary things, and manage the inherent risks we have on our projects!

This is why I feel so strongly that each person working on a project needs to know how to be a trusted leader who can build a high trust atmosphere that fosters communication, cooperation, collaboration, co-creation, coordination, and success. Without this, you are just hoping that the stars will align for you. I highly recommend the International Partnering Institute’s Project Leader Certification to give you the foundation of being able to create a high trust, high performing team.

I feel equally strongly that each business working as part of your construction project team needs to bring with them their own high trust culture. How are you going to be able to be part of a high trust project if your business operates in an atmosphere of fear, protectionism, and a zero-sum game?

If you are new to our industry, or seasoned over many decades, I hope these lessons learned can help you see the path to excellence for your projects. In case you are interested, I’ve included the Project Team Excellence Evaluation below for you to use to assess your project team’s level of excellence.

Written by Sue Dyer, Founder, IPI

Every project manager in construction knows the feeling: teams working diligently, resources deployed, and yet the job struggles to keep pace. Despite everyone's efforts, projects seem inexplicably stuck. The reason? Constraints. To succeed consistently, construction professionals must master the art of identifying and managing bottlenecks. This skill is precisely what Eliyahu Goldratt popularized through Constraint Theory in his book, "The Goal." Let’s explore how you can leverage these principles through structured partnering to significantly enhance project outcomes. 

Why Constraint Theory Matters in Construction 

As outlined in last week’s article, construction projects inherently face three challenging dynamics: complexity, interdependency, and power imbalance. Each dynamic can amplify constraints, slowing down or even halting progress entirely. 

• Complexity: Construction involves numerous contractors, hundreds (or thousands) of design pages, intricate contracts, and unique project specifics. 

• Interdependency: Success depends on precise coordination—each subcontractor or stakeholder relies heavily on the timely work of others. 

• Power Imbalance: Typically, owners wield significant decision-making power, often influencing project scope, processes, and pace. 

All these dynamics contribute directly to constraints—the limiting factors that control project throughput. 

Understanding and Identifying Bottlenecks 

Constraint Theory emphasizes that any project's success depends on identifying and alleviating the single biggest bottleneck at any given time. Think of it as a chain; its strength relies on its weakest link. Strengthening or removing constraints is essential for enhanced throughput—the rate at which a system generates its intended outcomes. 

In construction, common bottlenecks include: 

• Delayed Reviews: Waiting excessively for RFI approvals or submittal feedback. 

• Resource Limitations: Insufficient crews or unavailable equipment delaying progress. 

• Site Access Restrictions: Limited workspace, crowded laydown areas, or restricted site entry points. 

For example, a recent large-scale infrastructure project was struggling because RFI response times stretched weeks beyond contractual requirements. The project manager implemented Collaborative Partnering sessions, bringing together key stakeholders to jointly prioritize and expedite critical RFIs. Within weeks, the response time halved, immediately improving the project's throughput. 

Partnering as a Solution 

The best strategy for handling these constraints is Collaborative Partnering (CP), a proven approach championed by the International Partnering Institute (IPI). CP fosters an environment where complexity, interdependency, and power imbalances can be navigated effectively as ONE cohesive team. 

Tackling Complexity 

Complexity increases exponentially as the project scales. For example, with just two stakeholders, you have two communication lines. But with twenty stakeholders, lines increase dramatically, causing confusion and delays. Partnering transforms these numerous separate teams into one unified entity, clearly aligned around shared goals and methods. Unified teams spot potential constraints early and address them proactively, significantly reducing complexity. 

Managing Interdependency 

Consider interdependency like breathing—you must inhale and exhale, or the system collapses. Similarly, construction requires synchronized collaboration. Collaborative Partnering sessions help teams identify mutual dependencies clearly, highlight risks before they escalate, and ensure synchronized actions. Regular structured partnering meetings provide realignment checkpoints, ensuring ongoing cooperation and improved throughput. 

Balancing Power 

In a typical construction environment, power imbalance often restricts open communication. Owners unintentionally suppress innovative solutions by dominating conversations. Partnering neutralizes this imbalance by fostering high-trust environments where all stakeholders contribute ideas openly, leading to quicker issue resolution and collaborative innovation. 

Real-world Impacts of Constraint Theory through Partnering 

On a major hospital renovation project, initial throughput was severely hampered due to limited site access and storage constraints. The project team implemented CP practices through facilitated partnering, conducting focused sessions specifically to address these constraints. Stakeholders jointly devised innovative solutions like off-site material staging and carefully coordinated site deliveries. The project quickly regained its pace, finishing two months ahead of schedule. 

Another compelling case involved a transportation project bogged down by limited skilled labor resources. Collaborative Partnering sessions allowed team members to pinpoint this critical constraint early. They collaboratively developed workforce-sharing strategies and staggered work schedules to maximize available resources, significantly boosting productivity and project speed. 

Building Capacity Through IPI Project Leader Certification 

Effective partnering requires specialized leadership skills—skills that can be systematically acquired and refined. The International Partnering Institute's Project Leader Certification Training equips professionals with proven strategies to identify bottlenecks rapidly, foster high-performing teams, and drive projects toward predictable and outstanding outcomes. 

IPI Project Leader certification offers participants: 

• Hands-on knowledge in implementing Collaborative Partnering effectively. 

• Techniques for identifying, addressing, and alleviating project constraints. 

• Best practices gleaned from construction industry research and successful real-world case studies. 

Becoming an IPI-certified Project Leader means joining a vibrant community of forward-thinking construction leaders dedicated to continuous learning and improvement. As part of this community, professionals collaborate to exchange innovative solutions, improve industry standards, and achieve exceptional project results collectively. 

Join the Movement for Better Construction Outcomes 

Constraint Theory clearly outlines that addressing constraints is essential to project success. Yet, successfully managing bottlenecks demands more than theory—it requires committed teams, unified goals, and the right tools for collaboration. 

The International Partnering Institute invites you to become part of a committed community of industry professionals who leverage Collaborative Partnering and proven management practices. Together, we're learning, sharing insights, and achieving remarkable throughput and predictability in construction projects across the globe. 

Join IPI, certify your leaders, and start transforming constraints into opportunities for excellence today. 

Written by Sue Dyer, Founder, IPI

Our construction projects today are more ambitious than ever, with high stakes, tight schedules, and a team-of-teams composed of dozens to hundreds of stakeholders. Successfully managing these projects demands a deep understanding of the invisible yet powerful forces that shape every outcome. Yet, my experience is that most project leaders don’t pay much attention to these forces that are ever present and pressing on our projects. 

The Four Construction Forces below impact your project outcomes. They need your focus, attention, and strategies to manage them. By understanding them and then deploying strategies to manage each, you can help your projects achieve a level of success that most projects cannot achieve. It is my hope that when you are armed with these insights you will be able to transform these challenges into collaborative advantages. 

Force #1: Interdependence 

Construction stakeholders do not work as an isolated endeavor; they are part of an intricate web of relationships and interdependence. The success of one contractor, designer, or stakeholder hinges upon others. A construction project is a chain of events that must occur in a certain order for the project to succeed.  When teams operate in silos, critical linkages fail, causing delays, increased costs, and escalating tensions. When you add that each silo feels the need to protect itself from the other silos, now, you’ve set up a no-win situation for everyone.  

Imagine a large infrastructure project where everyone is trying to optimize their work. Each company/organization is focused on clearing the path for their work. Seeing their work as most important. This can only lead to poor communication, lack of coordination, and conflict. As conflict grows people feel more and more justified to push harder and seek revenge. Everyone on the team must work harder and harder to get their piece of work completed. The team just can’t understand why it is so hard to get the job done. They watch time slip, find that quality is hard to achieve, and costs/profits are not what is hoped.  

Strategy #1: Collaborative Partnering 

The antidote to fragmented workflows that work against each other is Collaborative Partnering. When you are interdependent, there is only win/win or lose/lose. Collaborative Partnering sets up the team for win/win. This strategic approach emphasizes shared goals, mutual understanding, and open communication from the project's onset. By focusing on project success and aligning behind that, you actively promote cross-team collaboration, stakeholders jointly identify risks early, coordinate schedules effectively, and work cohesively toward the shared vision. 

Consider Collaborative Partnering (CP), championed by the International Partnering Institute (IPI). CP provides a robust framework that enhances teamwork and transforms project interdependence from a liability to a strength. 

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Force #2: Power Imbalance 

There is a main power imbalance on construction projects and it is that - the owner has most of the power. They have the power to decide who gets a job; what they are willing to pay for; what will be in the scope, and out of scope; what is included and what is extra, etc. This power imbalance affects everything on your project. We have other power imbalances too, like a prime contractor exerting power over a subcontractor, or an architect exerting power over a subconsultant.  

High performing teams are made up of equals.  These power imbalances on construction projects can derail even well-planned projects. They can often overshadow less influential parties, suppressing communication, coordination, and innovation. When power dynamics skew, conflicts emerge, ultimately damaging trust and collaboration. 

Take, for example, a scenario where a major owner exerts excessive control over a smaller prime contractor, leaving them feeling disenfranchised and unheard – and fearful that they might not survive this owner’s decisions. This environment destroys trust, stifles problem-solving, reduces accountability, and results in very bad project outcomes. 

Strategy #2: Trusted Leadership Mindset 

A leader is someone who has followers…and following is 100% voluntary. Leaders who know how to create a high trust culture always outperform fear-based leaders.  A trusted leadership mindset can neutralize project power imbalances by fostering transparency, fairness, and respect among stakeholders. Trusted leaders recognize the importance of every participant, actively engaging them, valuing their contributions, and creating spaces where each voice counts equally. 

IPI’s Project Leader Certification equips leaders with the necessary skills to cultivate trust and balance power dynamics. Embracing this mindset ensures every stakeholder is invested and committed, maximizing project performance and success. 

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Force #3: Complexity 

Complexity kills projects. If you look at the forensic studies done on failed projects, you will see a trail of doom spawned by the complexity the project team had to overcome. Complexity grows exponentially. Like lines of communication. Two people have one clear line of communication. Four people have six lines, and 20 people have 190 lines of communication.  Modern construction projects aren't just challenging; they're inherently complex. Team-of-teams of diverse companies, come together and must use and install sophisticated technologies, within stringent regulatory environments and this compounds the challenges. Unmanaged complexity frequently manifests into confusion, cost overruns, and missed deadlines. It can lead to cascading events that completely undermine a project.  

Picture construction of an urban hospital involving intricate systems, compliance requirements, and advanced healthcare technology integration. Without effective complexity management, even small oversights spiral rapidly into significant setbacks.  

Strategy #3: One Team Approach 

IPI’s Collaborative Partnering allows the team to form as ONE TEAM focused, and committed, to the project’s success. This ability to coalesce all interests toward what is best for the project, works to melt away project complexity, allowing the team to operate effectively even in a highly complex environment.  

Progressive Design Build (PDB), and other collaborative delivery methods, allow the team to form as ONE TEAM more deeply as the barriers typically included in contracts are better aligned, and the team forms much earlier in the construction process. Unlike traditional delivery methods, collaborative delivery integrates design and construction processes early, leveraging iterative feedback loops and stakeholder involvement. This approach allows for real-time adjustments and fosters collective problem-solving.  

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Force #4: Spearin Doctrine & Standard of Care 

The Spearin Doctrine is based on a U.S. Supreme Court ruling in 1918 that remains a key construction law today. The Spearin Doctrine says that the builder/contractor/subcontractor can assume that their contract (including plans and specs) is error free with no omissions. 

The Standard of Care common law for the performance of design professional services requires that the design professional uses the ordinary and reasonable care usually exercised by one in the profession. The designer is accountable to a reasonable standard of care; therefore, errors and omissions are acceptable within a limit. They do not have to provide perfect plans or specifications.  

This sets up the project owner with a gap. There is a gap where the owner must provide the contractor a perfect set of plans and specifications; and the designer is not required to supply a perfect set of plans and specifications. Who “owns” this gap is like a hot potato on many projects.  

Strategy #4: Measurement & Account-Ability 

Creating a high trust project team that can develop a target budget and then has the flexibility to balance between cost, scope, and schedule provides a project team the ability to adjust along the way to meet the budget and close the gap. This Spearin Doctrine and Standard of Care gap can be managed by the project team. This requires high trust, and a high performing project team. Collaborative Partnering along with clear measurement, defined expectations, and accountability are essential for navigating the gap. Transparent metrics and regular evaluation checkpoints, as are used in the IPI Collaborative Partnering Framework. IPI’s structured approach to "Measurement & Account-Ability" encourages stakeholders to agree upon performance metrics upfront, promoting responsibility and transparency. You can learn the entire IPI Collaborative Partnering model and how to deploy it on your projects by getting training in IPI Project Leader Certification courses.  

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Putting Strategies into Action: Unlocking Your Collaborative Advantage 

Mastering the Four Forces with these strategic approaches positions your projects not merely to survive but to thrive. Collaborative Partnering, a Trusted Leadership Mindset, One Team Approach, and rigorous Measurement & Account-Ability transform the way stakeholders interact, solve problems, and achieve collective success. 

The path to superior construction outcomes is not through solitary effort or adversarial relationships, but through genuine, structured collaboration. IPI’s Collaborative Partnering framework and Project Leader Certification Training offer invaluable resources to equip your leaders, teams, and projects with the capabilities necessary to harness these forces. 

Your Next Step: Embrace the Power of Partnering 

Now is your moment to turn knowledge into action. By recognizing and responding proactively to these Four Forces, you create projects defined by collaboration, innovation, and sustainable success. 

IPI invites you to explore Collaborative Partnering and the Project Leader Certification. Commit today to empower your teams, lead with trust, and deliver projects that inspire pride and exceptional outcomes. 

Take action now—your projects deserve nothing less. 

Written by Sue Dyer, Founder, IPI

Imagine an organization where conflict is rare, trust is pervasive, and teams effortlessly collaborate to consistently deliver extraordinary results. This vision isn't a dream—it's the remarkable reality at San Francisco International Airport (SFO), thanks to their commitment to Collaborative Partnering (CP) and IPI. SFO’s Director, John Martin, was one of the founders of IPI. Today IPI is led by Judi Mosqueda, SFO’s Chief Development Officer, who serves as President. This case study explores how SFO not only achieved extraordinary outcomes in their construction projects but also transformed their entire organization into a cohesive, focused, and high-performing enterprise through IPI’s Collaborative Partnering. 

A Vision for Excellence 

Two decades ago, SFO was ambitious yet faced familiar organizational challenges: conflicting stakeholder priorities, budget overruns, and misaligned teams. Today, SFO is globally recognized, attracting 53 million passengers annually, regularly achieving top rankings for passenger spending, innovation, safety, and sustainability. SFO credits this transformation to their adoption of Collaborative Partnering, initially embraced in their construction projects and later integrated throughout the organization. 

Building a Foundation with Collaborative Partnering 

IPI's Collaborative Partnering is built on values that transform organizations: Trust, Fairness, Transparency, Respect, Cooperation, and Commitment. By embedding these values deeply within the organization, SFO moved beyond individual projects to reshape its entire culture. 

The Collaborative Partnering Hierarchy: SFO's Roadmap to Success

IPI’s Collaborative Partnering Hierarchy provides a clear, scalable pathway for organizational transformation: 

Step 1: Internal Alignment through Collaborative Strategic Planning 

The first transformative step at SFO was aligning internal stakeholders through Collaborative Strategic Planning. Leadership collectively established a shared vision and strategic goals, creating clarity and unity. This foundational alignment became the cornerstone for collaboration, significantly enhancing organizational focus and teamwork. 

Step 2: External Alignment with Strategic Partnering 

Recognizing the necessity of external collaboration, San Francisco International Airport (SFO) proactively engaged critical external stakeholders—airlines, government agencies, and local communities. This alignment significantly streamlined processes such as regulatory compliance, noise abatement, and environmental sustainability, turning potential adversaries into strategic allies. 

Step 3: Structured Project Alignment 

With internal and external alignment firmly in place, SFO implemented Structured Collaborative Project Partnering across its construction projects. This approach revolutionized project delivery, consistently achieving cost savings of 20-30% per square foot compared to industry norms and eliminating costly claims entirely for over a decade. 

Step 4: Comprehensive Program Alignment 

Expanding on project successes, SFO scaled the Collaborative Partnering approach across its entire capital improvement program. Clear expectations, reinforced through collaborative scorecards, ensured sustained high performance and accountability across diverse projects and departments, magnifying success exponentially. 

Steps 5 & 6: Achieving a Culture of Extraordinary Outcomes 

The final steps transformed SFO’s entire organizational culture. Collaboration became ingrained as a core operational principle, yielding innovation, high performance, and continuous improvement. The accumulated momentum and cohesion positioned SFO as a world-class organization admired globally for its innovation, efficiency, and organizational culture. 

Results That Speak Volumes 

By fully embracing IPI’s Collaborative Partnering, SFO experienced profound organizational transformation: 

• Record Passenger Growth and Revenue: By embedding collaboration, SFO boosted passenger growth dramatically, becoming one of the fastest-growing airports globally and regularly topping per-passenger spending metrics. 

• Award-Winning Excellence: Recognition poured in from industry bodies, highlighting SFO’s accomplishments in sustainability, safety, customer experience, and operational excellence. 

• Financial Efficiency and Stability: Significant and sustained cost savings across the capital program freed resources for innovation and service enhancements. 

• Conflict-Free Project Execution: Through Collaborative Partnering, SFO eliminated costly litigation and claims, enhancing predictability, project timelines, and budgeting. 

A Model for Organizational Excellence 

SFO's experience underscores a compelling truth: Collaborative Partnering, systematically applied, not only delivers extraordinary project outcomes but elevates an entire organization's culture and capability. It turns common adversarial environments into collaborative, innovative powerhouses capable of sustaining excellence. 

Start Your Collaborative Journey 

The journey begins with a single step. By following IPI's structured methodology, your organization can replicate SFO’s success—transforming not just your projects but your culture, operations, and overall organizational health. 

Now is the moment to ask yourself: What could your organization accomplish by fully embracing Collaborative Partnering? 

Unlock extraordinary results and organizational transformation with IPI’s Collaborative Partnering. It’s more than a method—it's your pathway to becoming an organization that excels consistently, collaboratively, and sustainably. 

Discover how Collaborative Partnering can transform your projects, teams, and enterprise. Take the first step toward organizational excellence today by getting your team trained in the IPI Project Leadership Certification courses, and by joining IPI today.  

Written by Sue Dyer, Founder, IPI

As the construction industry evolves rapidly towards alternative delivery methods like Progressive Design-Build, Construction Manager at Risk (CMAR), Integrated Project Delivery (IPD), and others, one thing becomes abundantly clear: collaboration is no longer optional—it is essential. This rings true for low-bid projects as well. As the industry shifts to embrace a new culture, one of trust, open communication, and high-performance collaboration, all projects are and will be impacted. If your organization is feeling the pressure to transition from traditional, adversarial practices to collaborative delivery, then joining the International Partnering Institute (IPI) is not just smart; it's essential. 

Understanding the New Landscape 

Owners, contractors, and project managers alike are increasingly adopting alternative delivery methods because of their proven benefits: substantial cost and schedule savings, improved safety and quality, reduced claims, and significantly enhanced team morale. Yet, for many, the transition remains challenging. Teams using and accustomed to low-bid adversarial environments often find themselves struggling when thrust into collaborative delivery ideas and models. Projects that fail to adapt continue to see disappointing results—delays, claims, stress, and a deteriorating project culture. This is because all projects require collaboration to succeed – no matter what delivery method you use.  

This is precisely where IPI steps in as your essential guide, empowering organizations to not only survive but thrive in the new construction landscape. 

Why IPI is Your Ideal Partner 

Founded in 2007 as a 501(c)(3) nonprofit, IPI emerged from a coalition of visionary owners, contractors, builders, and construction managers who recognized the immense value of collaboration. With proven outcomes including 5-10% cost and schedule savings, dramatic safety and quality enhancements, and a notable increase in team happiness, IPI quickly became the premier organization advancing the art and science of Collaborative Partnering. 

Since it’s inception, IPI has been dedicated to changing construction's adversarial culture to one of genuine collaboration, trust, and mutual benefit. By joining IPI, your organization gains immediate access to a network of leaders, industry-best practices, educational resources, and tools specifically designed to foster high-performing, collaborative project teams. 

Real Results, Right from the Start 

IPI’s Project Leader Certification Training has been transformational for many teams. Organizations that have taken their teams through this training report immediate and lasting momentum, significantly accelerating project performance. With a common framework, language, and clear intentions, teams become cohesive, aligned, and proactive—consistently overcoming challenges collaboratively, rather than succumbing to them. 

Imagine your next project where the team is fully engaged, communicating openly, and resolving issues rapidly with optimal solutions. Picture projects achieving incredible results, such as delivering a million dollars of work per day and compressing timelines from years to mere months or even weeks. These are not hypothetical scenarios; they are real results from IPI-Collaborative Partnering project teams. 

How Joining IPI Enhances Your Organization 

When your organization joins IPI, you become part of an active, innovative community that continually shares insights and best practices. You benefit from: 

• Cutting-edge Education: Continuous access to white papers, research, articles, webinars, and mini-trainings designed specifically to help your team excel. 

• Direct Connection to Industry Leaders: Engage with experts and peers who have mastered collaborative project delivery and who openly share their lessons and strategies. 

• Proven Tools and Resources: Immediate access to IPI's Collaborative Partnering Framework, Collaboration Buyer’s Guides, and strategic resources to assist your team on every project. 

• Networking Opportunities: Build meaningful relationships with owners, contractors, and project managers committed to collaboration, enhancing both project and career opportunities for your team. 

Begin Your Journey with IPI Certification 

The first, and perhaps the most impactful step, is certifying your project team through IPI’s Project Leader Certification. By training your team members together, you create a shared understanding of collaborative practices that fosters trust and high performance from day one. Organizations that pursue this certification see a remarkable transformation in their teams—confidence replaces uncertainty, and genuine collaboration replaces adversarial attitudes. 

IPI's structured certification process is straightforward and deeply impactful: 

1. Enroll Your Team: Identify and enroll your project team members in the certification courses. 

1. Gain Immediate Momentum: Your team learns the essential skills to implement collaborative partnering effectively, enhancing performance right from the start of the project. 

1. Experience Long-term Success: Watch as your certified project team consistently delivers better results—faster, smarter, and with far greater satisfaction for all involved. 

Join Today, Transform Tomorrow 

The future belongs to those organizations that understand and embrace collaboration. By becoming an IPI member, your team gains the immediate competitive edge necessary to excel in the modern construction landscape. From powerful networking and learning opportunities to access to groundbreaking methodologies, IPI membership provides the critical resources your organization needs to succeed. 

Next Steps to Joining IPI 

Take these immediate steps to ensure your organization remains at the forefront of industry innovation: 

• Join IPI Today: Complete your Organizational Membership application. It’s quick, easy, and the first step towards transforming your approach to project delivery. 

• Certify Your Team: Schedule your project team for IPI’s Project Leader Certification Training and create an immediate, measurable impact on your project’s outcomes. 

• Engage and Lead: Participate actively in IPI’s community—volunteer for committees, attend and speak at events, contribute articles, and leverage the collective wisdom of other industry leaders. Celebrate with your project team their success by winning a prestigious IPI Partnering Award.  

Your Organization Deserves to Succeed 

Your employees, your projects, and your results all deserve the benefits of a collaborative approach. The transition is not only possible—it is essential. Avoid the stress, inefficiency, and financial risks associated with outdated, adversarial methods. Instead, become the organization others aspire to emulate. 

With IPI’s proven support and resources, the journey from apprehension to confidence—from mere survival to thriving success—is not just achievable; it’s guaranteed. Make today the day your organization steps into a brighter, more collaborative future. 

Your projects, your teams, and your results deserve nothing less.  Join IPI now and begin your transformation. 

Written by Sue Dyer, Founder, IPI

In the construction industry, the difference between a high-performing project and one plagued by delays, claims, and conflict often comes down to one critical factor: collaboration.

For decades, Collaborative Partnering (CP) has transformed construction projects by fostering trust, alignment, and proactive problem-solving among stakeholders. But how do you know if Collaborative Partnering is right for your project?

The Collaborative Partnering Potential Indicator (CPPI) is a powerful risk assessment tool developed from insights across 4,000+ projects, ranging in size from $400,000 to $12 billion. By identifying risk factors that increase the likelihood of conflict and inefficiencies, the CPPI helps project leaders make an informed decision about whether Collaborative Partnering (CP) will benefit their project.

What is the Collaborative Partnering Potential Indicator?

The CPPI is a structured evaluation tool that assesses project complexity, team dynamics, stakeholder alignment, and risk exposure. It provides a quantitative score that indicates how much your project stands to gain from Collaborative Partnering.

The assessment consists of 33 key risk factors, covering areas such as:

• Team Relationships & Trust – Have the stakeholders worked together before? Is there a history of disputes?
• Project Complexity & Risk – Is the design complex? Are there environmental, budget, or scheduling challenges?
• Stakeholder Alignment – Are roles and responsibilities clear? Are all organizations committed to the same goals?
• Contract & Procurement Risks – Are contract documents clear? Are payments expected to be prompt?
• External Challenges – Are there political, environmental, or third-party risks that could impact success?

Each risk factor is rated on a scale from 1 (Strongly Disagree) to 3 (Strongly Agree).

After scoring, projects fall into one of four risk categories:

• 90-99 (Low Risk) – CP provides an opportunity to enhance innovation and performance.
• 80-89 (Moderate Risk) – CP helps reduce risks and strengthen stakeholder alignment.
• 70-79 (High Risk) – CP is critical to mitigating risks and improving project success.
• Below 69 (Very High Risk) – CP is essential for avoiding major conflicts, delays, and cost overruns.

Why Use Collaborative Partnering?

The CPPI helps identify risks before they turn into costly problems. But beyond risk mitigation, Collaborative Partnering drives measurable performance improvements.

Here’s what teams experience when they embrace CP:

• 5-10% Cost Reduction – Through proactive issue resolution, risk mitigation, and reduced claims.
• 5-10% Faster Project Completion – By eliminating delays, gaining momentum, and streamlining decision-making.
• 12% Greater Stakeholder Satisfaction – Improved working relationships lead to better morale and engagement.
• Improved Safety & Quality – Teams aligned on goals create safer, higher-quality outcomes.

Who wouldn’t want these benefits for their project?

How CP Builds a High-Trust, High-Performing Team

The biggest barrier to success in construction projects is often distrust. Adversarial relationships between owners, designers, and contractors result in misaligned priorities, communication breakdowns, and disputes.

Collaborative Partnering transforms this dynamic by:

• Creating Shared Goals – Aligning all stakeholders on objectives from the start.
• Facilitating Open Communication – Preventing misunderstandings before they escalate.
• Improving Decision-Making – Ensuring accountability and clear resolution pathways.
• Building Resilience – Turning challenges into opportunities for innovation.

By implementing Collaborative Partnering (CP), teams shift from transactional relationships to collaborative, high-trust environments where everyone wins.

Breaking Down the CPPI Risk Factors

The CPPI assessment covers the following areas, each representing a major predictor of project success or failure:

1. Team Relationships & Trust

• Have the stakeholders worked together before?
• Are roles and responsibilities clearly defined?
• Are there past personality conflicts or disputes?

Risk Warning: If your project scores high in this category, expect misalignment, slow decision-making, and potential legal disputes.

How CP Helps: Establishing trust through partnering workshops, team charters, and proactive communication prevents conflicts from escalating.

2. Project Complexity & Risk

• Is the project scope clearly defined?
• Are the design and construction aspects complex?
• Are site conditions or environmental issues a concern?

Risk Warning: Unclear project scope or complex site conditions often lead to delays and costly rework.

How CP Helps: CP facilitates early alignment on scope, preemptive risk management, and real-time problem-solving.

3. Contractual & Procurement Challenges

• Are contract documents well-structured?
• Is there a risk of delayed payments?
• Is a fair dispute resolution process in place?

Risk Warning: Poor contract clarity and slow payments create distrust, reduced productivity, and potential claims.

How CP Helps: Partnering Charters ensure transparent communication and commitment to fair practices.

4. External & Political Risks

• Is this a politically sensitive project?
• Are there third-party stakeholders that could create challenges?

Risk Warning: Political pressures and external risks can derail project momentum.

How CP Helps: CP provides structured stakeholder alignment and proactive risk mitigation strategies.

How to Get Started with Collaborative Partnering

If your CPPI score suggests that Collaborative Partnering is critical to your success, the next step is to integrate CP Best Practices into your project.

IPI’s Collaborative Partnering (CP) Process Includes:

• Partnering Workshops – Align teams on goals, responsibilities, and issue resolution strategies.
• Partnering Charters – Formal agreements to reinforce shared commitments and collaborative problem-solving.
• Regular Check-Ins – Proactive discussions to maintain alignment and resolve emerging issues.
• Dispute Resolution Processes – Systems to address conflicts before they escalate into claims.

To maximize results, IPI’s Project Leader Certification Training equips leaders with tools and strategies to foster collaboration, accountability, and high performance.

Why Leave Success to Chance?

The Collaborative Partnering Potential Indicator (CPPI) is a proven tool that eliminates guesswork and helps teams determine if Collaborative Partnering is essential for their project.

By reducing costs, accelerating schedules, and fostering high-trust, high-performing teams, CP transforms construction projects into predictable successes.

The question isn’t “Should we use Collaborative Partnering?”—it’s “Why wouldn’t we?”

And if you and your team want to be experts in using Collaborative Partnering, sign up for the IPI Project Leader Certification Training. This program equips project leaders with the strategies, tools, and best practices to master collaboration, drive efficiency, and lead high-performing teams.

Take the CPPI assessment today and see how Collaborative Partnering can set your project up for success.

Chandler, AZ, June 17, 2025 — The International Partnering Institute (IPI) proudly announces its 2025 Board of Directors, a dedicated group of professionals committed to advancing collaborative Partnering practices across the construction industry.

Leading the Board as President is Judi Mosqueda of San Francisco International Airport, representing Owners and bringing extensive leadership experience and a strong commitment to IPI’s mission of delivering Partnering that works™.

Newly appointed as Vice President is Darrin Lambrigger, PE, CCM, of the Port of Long Beach. A long-time advocate for effective Partnering and collaborative project delivery, Darrin brings deep expertise and public sector leadership to this executive role.

Continuing in the role of Treasurer is Rob Reaugh of OrgMetrics LLC, whose long-standing involvement with IPI and fiscal leadership provides continuity and strength in financial oversight.

Participating as At-Large Members are:

• Mike Costa, Flatiron
• Shannon Gustine, Hensel Phelps Construction Company
• Ramon Hopkins, California Department of Transportation
• Tom Taylor, Webcor Builders

These professionals bring diverse perspectives and industry expertise, helping to guide IPI’s strategic direction and strengthen its community outreach.

Committee Directors

Serving as Directors, each of whom chairs or liaises with key IPI committees, are:

• Randy Fessler, California Department of Water Resources
  Director, Awards
• Talin Espinoza, Royal Electric Company
  Director, Membership
• Kaity Stewart, Crawford Consulting Services
  Director, Mission & Research
• Lisa Watada, WSP USA
  Director, Conference

These leaders are essential to advancing IPI's initiatives and supporting the growing volunteer community.

Non-Voting Board Members

IPI also recognizes its dedicated non-voting Board members:

• Sue Dyer, Director (Ex-Officio, Education/Certification) and IPI Founder
• Brandy Richardson, CAE, Executive Director

Their ongoing support and institutional knowledge continue to be invaluable to the success and sustainability of IPI programs.

“The 2025 Board brings a wealth of industry insight, passion for collaboration, and commitment to improving project outcomes through Partnering,” said Brandy Richardson, Executive Director of IPI. “We’re excited for the leadership and vision this group brings as we continue to support owners, contractors, and facilitators across the construction industry.”