Being the Best We Can be Through Working Together
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Being the Best We Can be Through Working Together

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This webinar is a template for partnering on a construction project. The concept of partnering is to create a collaborative process for project management in which all the parties have common goals ...

This webinar is a template for partnering on a construction project. The concept of partnering is to create a collaborative process for project management in which all the parties have common goals and work as a team to achieve those goals. The partnering concept presented is not a "social science love fest" approach, but a reasoned structural approach for parties with sometimes diverse interests to use their resources collectively to work through conflicts to enhance the probability of success for the owner, designer, contractors and suppliers.

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    Being the Best We Can be Through Working Together Being the Best We Can be Through Working Together Presentation Transcript

    • 1 Being the Best we Can be Through  Working Together June 14, 2012 www.frisbygroup.org ©Tom N. Frisby 2012 Power Point Presentation by: Mendi Arnold
    • 2 Agenda  Introduction of Attendees by Attendee  Introduction to Partnering – Facilitator  Some Lessons Learned – Facilitator  Trust  25/10 Rule  Communication  Killer Bees  Role of Field Personnel  Lessons Learned – Discussion  Charter – Group  Processes  Schedule  Field Planning  How to Handle Conflicts  Dispute Resolution Tree  Report Card  Wind‐Up  Action Items  What I Learned
    • 3 Introductions:
    • 4 Introduction to Partnering "Clearly, the best dispute resolution is dispute prevention. Acting to prevent disputes before they occur is key to building new cooperative relationships. By taking the time at the start of a project to identify common goals, common interests, lines of communication, and a commitment to cooperative problem solving, we encourage the will to resolve disputes and achieve project goals." LTG H. J. Hatch, Commander, U.S. Army Corps of Engineers Policy Memorandum 11, 7 August 1990 “…cooperative problem preventing…”
    • 5 Introduction to Partnering CONTRACT A TEAM APPROACH… Working together to achieve or exceed project goalsproject goals of all parties… …within the contract …within the law FARs Statutes Constitution _________ _________ SEAL
    • 6 Objectives  Understand and commit to team, collaborative approach  Development of common goals‐charter  How to convert project from “completion of design” to  construction project  Processes agreed upon  RFI’s  Changes  Coordination  Submittal Process  Safety  Dispute resolution  Back charges  The role of documentation
    • 7 Objectives (cont.)  Using schedule as a management tool  Development  Updating  Priorities for the first 25%‐challenges and rocks in the  road  Planning meetings  Time extension requests  20/20 foresight  The role of P‐I‐F and how it will be implemented  Close‐out approach  Improvement process  Having fun
    • 8 What is a Team?  With common measurable goals.  Meeting common goals increases  probability of meeting individual  goals.  Each player can rely on the other  players commitments.  “I have  your back!” (The doctrine of  reliable promises or  management commitment.)  Players have a plan to meet those  goals.  Players work the plan together to  meet those goals.  Players look ahead for obstacles,  and ways to avoid them.  Players talk to each other in the  huddle (communicate).  Coaches talk to players during  game to correct problems.  Teams get better as the game is  played.  They know they must win each  game to stay in the play offs. Qualified Players
    • 9 Partnering ‐ intended to raise the  bar of performance! Will you rise to the challenge?
    • 10 Kano Model of Quality
    • 11 Introduction to Partnering Raise the Bar of  Performance by: 1+1=3  (sum plus arithmetic) BUT FIRSTBUT FIRST 1+1=1  (unity)
    • 12 Introduction to Partnering Disunity of Purpose SO WHAT ARE OUR COMMON GOALS? WHAT IS THERE TO UNITE US?
    • 13 Introduction to Partnering  Total Project Costs  Project Completion  Time  Number of Claims  Profitability  Job Satisfaction The Octagon Ring Doesn’t Work Effective Effective Partnering (Team Work) DOES! CII Study of Partnered Projects Item Results  Reduced ~ 10%  Reduced ~ 20%  Reduced ~ 83%  Increased ~25%  Increased ~30%
    • 14 Some Lessons Learned ‐ Trust Successful projects follow the level  of trust of team members where  the calculus for trust is: C+C+C+C=T  C – Competence  C – Character  C – Communication  C – Consistently  T – Trust
    • 15 Lessons Learned ‐The Quads I Makes Money Safe Practices Safe Execution Knowing the right things Doing the right things Team Core Values Trust (C+C+C+C=T) Content Conflict Resolution Built-In Quality Decision Making Accountability Reliable Promises 20 / 20 Foresight II Loses Money Re-Work Inspect and Correct Decision Delaying III Loses Money Relationship Conflicts Defensiveness Not Accepting Accountability Living in the Past IV Makes Money Raising the bar of Performance Training Lessons Learned Assisting Others to do their Job
    • 16 Lessons Learned ‐ Discussion What are the key lessons for project success that you have learned and want to implement on this project? Set the gold standard for highly successful projects.
    • 17 Our Game Plan  What Makes a Good Project  Good plans and specifications  Cleaning up plans in office, not field  Timely decision making  Open communication  Everyone doing their job  Good scheduling & schedule updating  Good planning  Good work force  Safe environment  Built‐in quality, not inspect & correct  Resolve problems early before they  become costly  Commitment  Non‐adversarial relations  Subcontractors being on a team C+C+C+C=TC+C+C+C=T  Fair response to change order  requests  Doing what the contract says to do  Treating others with respect  Accountability  Fair change order pricing  Creative thinking  Looking ahead for problems – telescopic vision  Claim avoidance  Resolution by the parties – not the  lawyers  On‐site, real time mediation  Leadership
    • 18 Charter Common Goals • On time delivery • Within budget • Quality • Safety • No lost time • Better yet NO incident • No claims • No litigation • Decrease paperwork Guiding Principles / Values • Team approach • Trust (C+C+C+C=T) • Open / honest communication • Effective use of management tools • Mutual respect • The Quad • Enjoy • Have fun • Be proud of accomplishments
    • 19 Appendix F HPW Partnering Charter
    • 20
    • 21 Communication How do we make it happen?  Seek first to understand  Listen  Do not accept that you understand until you can repeat to the other  party what he / she has said, and how you believe that person feels  about it – and the other person agrees that this is what was said and  meant  Attack issues – never people We can always resolve content conflicts.  It is the relationshipWe can always resolve content conflicts.  It is the relationship conflicts which are difficult, if not impossible, to resolve.conflicts which are difficult, if not impossible, to resolve.  Provide adequate and timely information  Agree that you will never walk out of a meeting saying: “I wish I said”  or “I should have said”  SAY IT!  Be prepared with reliable information  Agree now that gossip and backbiting will not be permitted in your  organization  Find reasons to say good things about people – find reasons to  celebrate.
    • 22 Some Lessons Learned The 25/10 Rule: If you meet the goals of the first 25%, the  probability of the last 10% becoming 12% ‐ 15% greatly decreases. (Corps calls last 25% red zone!) See www.frisbygroup.org/webinars/the25/10concept
    • 23 Lost Man Hours  Per Craftsman Per Week  Due to Rework vs. Project Completion Stage 0 1 2 3 4 5 6 7 8 25% 50% 75% 100% Lost man hours per craftsman per week Lost Man Hours Percent Complete
    • 24 Lost Man Hours  Per Craftsman Per Week Due to Overcrowded Work Area vs. Project  Completion Stage 0 1 2 3 4 5 6 7 8 25% 50% 75% 100% Lost man hours per craftsman per week Lost Man Hours per  Craftsman per week Percent Complete
    • 25 The 25/10 Rule
    • 26 Some Lessons Learned: 25/10 Rule Pareto Principle ‐Convert project completion of design to  construct ASAP ‐Clean up drawings (Desk top reviews) ‐Submittal process complete ‐Establish short term goals / priorities /  decisions / challenges ‐Establish process for close out 20% of the issues cause 80% of the impact
    • 27 Project Close‐Out Process
    • 28 Project Close‐Out Process
    • 29 Project Close‐Out Process
    • 30 Processes Schedule  Review by general contractor and discussion  by all team members.  Identify key priorities and goals of first 25%; assign  responsibilities; require decisions and actions  Identify challenges and obstacles and develop team  approaches and actions.  Let’s hear from the subs: Mr. General Contractor,  how can you do a better job of scheduling?  Discuss updating process – Is a schedule a  management tool or a billing document?  Is it  used to measure performance?  How to handle time extension requests?  How to use schedule at “Red Zone” (last 25%)
    • 31 Short Term Priorities – Action List B. A. 5. Resources Needed B. A. 4. Installation B. A. 3. Deliveries B. A. 2. Approvals B. A. 1. Decisions Comment / Status (Ball in Court) Responsibility ScheduleItem
    • 32 The Role of Field Personnel  Schedulers know how to use software  Field supervisors know how to build the project.    Field supervisors (including subcontractors and key suppliers) should be involved deeply in initial  planning process and continuously throughout the project. The Role of Real Collaboration at the Field Level:  Flow of work  Short interval objectives developed by all trades working together.  3 – 6 week look ahead; 1 week look ahead; daily  Another opportunity to “clean up drawings”  Measurable performance goals  Coordination of craft contractors  State of readiness  Method of resolving conflicts  Priority conversations  Focus meetings for improvement  Waste management goals  Workmanship  Back charge avoidance  Finding problems in office, not in field  Material handling  Maintaining production flow (for all trades)  Managing home office
    • 33 Concepts of the Planning Process The Process is about:  Thinking about best way to build, best way to avoid problems, best way to overcome problems  A network of promises  And promises fulfilled   “My crew will be there Monday” – and it is!    “This area will be ready for your crew” – and it was!  Conversations, skull sessions  Continuous information, preparation  Creativity and Improvement  How can we build an Empire State Building in 13 months rather than  living in status quo?  Planning and Execution (PLEX)  Promise to do it!  Do it!  Mood  Mood of ambition or role of despair
    • 34 Processes •Field Planning •How to achieve effective coordination •The role of planning meetings •How to Maintain Production Flow •What if you are directed to work  overtime and you do not believe you  are the reason for schedule slippage. •How to improve quality of field labor
    • 35 Safety Too important to  be Mixed into        the Brew!
    • 36 Processes Conflicts – How to handle: COE’s denial of contractor’s request  for a change order or time extension. What is approach to pricing changes? How to handle subcontractor whose  schedule workmanship performance  is less than desirable. How to manage back charges?
    • 37 Some Lessons Learned
    • 38 Crash Curve
    • 39
    • 40 Dispute Resolution Ladder WORK IT OUT!!! Superintendents, Foreman Working relations between trades in the field Project Managers, Superintendents Field Planning Project Managers, A/E, Owner’s Rep. Schedule, scope of work disputes Stakeholders Unresolved conflicts Step 1 Mediation Unresolved conflicts Step 2 TeamBuildingConflicts
    • 41 Establish overall plans, goals, and standards Project and contract administration Work planning and performance Crew, execution of work Dispute Resolution Tree Mission statement, schedules, Q&A, safety plans, planning and coordination DOING IT!!! Stakeholders, facilitator, project managers, (champions), superinten- dents, foreman and craftsmen Look Ahead!  Prevent Problems. Identify conflict before damage is incurred.  Resolve conflict  at the lowest level it can be resolved.  Use a facilitator in  “real time – on site”
    • 42 Appendix E Sample Resolution Ladder
    • 43 Report Card Evaluate Team Performance Establish key monthly  milestones and  achievements; attach to  report card.
    • 44 5. Built‐In Quality 4. Finding problems in  office, not in field 3. Coordination 2. Scheduling 1. Leadership CommentsScore (0‐10) Item Report Card
    • 45 10. Common goal  attainment 9. Team approach 8. Working things out 7. Accountability 6. Safety CommentsScore (0‐10) Item Report Card 11. Security
    • 46 Comments Schedule Who has secondary  responsibility Who has primary  responsibility: What is test of  completion: What is to be done: Priority Matrix
    • 47 Processes Item How to Handle RFI ‐ Changes ‐ Submittals ‐ Time extension requests ‐ Coordination ‐ Back charges ‐ Documentation ‐ Dispute Resolution ‐
    • 48 Wind ‐ Up Action Items Item Response Schedule Next Meeting
    • 49 Wind ‐ Up What is the most important thing that came of this session that you will definitely implement during the course of the project.