For more slides and tutorials visit www.p6academy.com Source: Collaborate 14

1. REMINDER
Check in on the
COLLABORATE mobile app
Teaching An Old Dog New Tricks:
User Acceptance of PCM
Presented by:
Mike Baker, PE
Sr. Project Manager
David Evans and Associates, Inc.
Thea Robinson
Consultant
Pro Management Systems, Inc.
Methods of Managing User Acceptance
through non-conventional methods
Session ID#: 15472

2. Agenda
■ Learning Objectives
■ Project Context – Back Story
▪ Why CM/GC Delivery
▪ Why an Owner’s Representative
■ Becoming a Team
▪ Tools to Monitor Team Performance

3. Inserting video here for live
presentation

4. This is a slide title (one or two lines)City Parks
WS Consortium RR
OR 43
Riverview Cemetery
Condos
RegionalTrail
and RR
City Water Bureau
PBOT
Condos

5. The Case for CM/GC
 County research suggested CM/GC most benefits the owner
for projects with:
 High risk
 Technical complexity
 Unusual site conditions
 Schedule constraints
 Complex phasing
 Budget limitations
 Cost savings opportunity from value engineering
 Cost greater than $2 million

6. The Case for CM/GC
 County Board approved CM/GC method in 2010
 Expected benefits:
• Cost savings
• Higher quality plans & construction
• Faster completion of the project
• Greater flexibility for adapting to change
• Improved risk management
 Example Proof: CM/GC’s detour bridge approach expected
to save up to $10 million and shorten construction by several
months

7. Why an Owner’s Representative?
Sellwood has more:
 Political Oversight
 Public engagement
 Complexity
 Risk
 Intergovernmental
Coordination
 Funding need
 Scope/cost
 Schedule Risk
Sellwood Bridge
(≈6X larger project)
$308M
Sauvie Is. Bridge
$54M

8. Defining Roles During Design

9. Building Trust Fast
 Listen, understand and translate needs into actions
 Consistently meet stated needs and anticipate others
 Augment the owner’s strengths and desired role
 Communicate effectively in all situations
 Scope and negotiate in good faith
 Follow through on commitments - all of them
 Spend time getting to know each other
 Invite and share feedback
 Support each other while at the woodshed

10. Owner Mindset
• “Walk softly and carry an armored tank
division I always say”
― Col. Nathan R. Jessup, A Few Good Men
• “Walk softly and carry a full service A&E firm,
I always say”
― Ian Cannon, Multnomah County Sellwood Bridge
Program Manager

11. Any Given Day on a Large Project…
Stress
Lots of interests
Not enough time
Not enough info
Not enough room
A lot to doTight funding
Long hours
Complicated

12. Effective Leadership Fosters
■ Teamwork
■ Collaboration
■ Communication
■ Patience
■ Integrity
■ Respect

13. Setting the Stage for Team-Building
■ Co-Location (owner, owner rep., designer, CM/GC)
■ Understanding the predictable cycle ahead
▪ Professional Facilitation (Judy Clarke – Team HR)

14. Case in Point
Project selected PCM for Project
Controls and management decided:
■ Roles/responsibilities
■ Communication protocols
■ Review/approval protocols
■ Process to resolve conflict
■ Key Commitments for submittals:
▪ Concurrent vs. sequential agency
reviews
▪ Turn-around within 2 weeks

15. Mindset for Partnering
A successful way to implement project requirements
Pre-session interviews conducted by facilitator surfaced team member
perceptions/concerns and themes:
■ Prior owner experiences with contractors
■ Prior contractor experiences with owners
■ Schedule and budget pressures
■ Decision-making process and timeliness
■ Risk identification and management
■ Conflict resolution
■ Managing stakeholder involvement

16. Engaging Team Building
Partnering Overview

17. Engaging Team Building
Partnering Overview
Apr 2011 Nov 2011 Apr 2012 Aug 2012
Project Phase Design & Pre-
Construction
Design & Early Work
Construction
Main
Construction
Field Personnel
& (July 2013)
Team Phase Forming Forming/Storming Storming /
Norming
Storming /
Norming
Focus Project Overview and Goals
Team BuildingExercises
Stakeholder Groups, Roles and Responsibilities
Team Scenario Planning
Myers-Briggs Team Assessment and Understanding
Communication& Decision-making Protocols
Conflict ResolutionProtocols
Make and Update Agreements

18. Supporting Team Forming
■ Stakeholder Groups, Roles
and Responsibilities
▪ What is our unique role on this
project?
▪ What is everyone else counting
on us to do successfully?
▪ What are our biggest
concerns/potential project
challenges?
▪ What are we counting on from
others to make the full team
successful?
■ Aligning the Team
▪ What shared values will
support our success?
▪ What do we really want?
▪ How will we measure success?
▪ How will we hold ourselves
accountable?
Ask Insightful Questions – Think as TEAM

19. Supporting Team Forming
Diverse Teams Identified Strategies to Address Six
Potential Scenarios Requiring Teamwork
1. Sustainability
2. Project Development
3. Scope Reduction
4. Decision-Making
5. Detour Bridge Messaging
6. Pro-active Bureaucracy Management
Team-building Through Scenario Planning

20. Understanding Our Team Personality in
Action
The Extraverted, Sensing, Thinking, Judging (ESTJ) Team
Team Strengths Team Limitations- Blind spots
Get things done- results now
Develop practical proceduresothers
can follow
Accept the limits of things
Base decisions on known facts
Structured and organized
Clear performanceexpectations
Achieve practical results
Doing, taking action, planning,
organizing, structuring

21. Team Dynamics
The Extraverted, Sensing, Thinking, Judging (ESTJ) Team
Team Strengths Team Limitations- Blind spots
Get things done- results now Get things done- results now
Develop practicalprocedures others can
follow
Reluctant to considernew/creative ideas-
Can be seen as rigid
Accept the limits of things Being stuck in a rut
Base decisions on known facts Difficulty really listening to others
Structured and organized May disregardpeople and emotions
Clear performance expectations Act now, become informedlater
Achieve practicalresults Unrealisticworkloadsand stress
Doing, taking action, planning,
organizing, structuring
May ignore key communicationsand
interpersonalrelationshipfactors

22. Effect of Stress on Team
• Key Observed ESTJ limitations:
• Ignoring important aspects of communication and
interpersonal relationships
• Taking on unrealistic workloads and then becoming stressed
• Signs of ESTJ under stress:
• Become dictatorial and demanding
• Direct anger and frustration at team members who they feel are
irresponsible
• Become blaming
• Emotional outbursts
• Move quickly from task to task without achieving effective
results

23. Ready to Design and Build a Bridge
First Partnering Session Team Photo

24. Case in Point
Training Construction Inspectors
■ Key issues
▪ Accurate reporting of data
▪ ODOT approved forms and reports
▪ Contractor coordination
■ What was really going on
▪ Lacking clarity/follow through as a team
▪ Stressful situation – iPad issues and JAVA issues
▪ Courage to speak to authority – expected in my role

25. Case in Point
Accurate Payments to Contractor
■ Key issues
▪ Accurate payment and timely per contract
terms
▪ Needed to understand and manage the
situation
■ Response
▪ Reviewed training of the Materials module,
sought improvements for Construction
Inspectors – move to laptops from iPads
▪ Set up clear expectations with clear
deadlines for CCOs and entry of payments
into SAP by the County

26. Case in Point
Design Submittal Reviews
■ Key issue
▪ Designer resolution of owner
representative design review comments
▪ Veteran County Design Task Lead
unsure of PCM work-flows
▪ Affecting effort level and schedule
■ Response
▪ Exception reports in PCM, created clear
expectations
▪ One-on-one training for County Task
Lead creating communication channels
for him and Submittal Coordinator

27. Case in Point
PCM Users’ Group
■ Focused monthly meetings
■ Clarity on roles/responsibilities
■ Plan for future software updates
■ Vet requests for changes or new reports and forms
■ User concerns – review need for refresher training or
new staff training
■ Communicate client specific enhancement road map
and report happenings from OPSIG events

28. Monitoring Team Function
■ People need reminders to use what they’ve learned
■ On-going confusion over some roles/responsibilities
■ Communication and decision-making issues
■ Personality clashes
■ Unresolved conflict
■ Adjustments needed within team on protocols
■ Takeaway- On-going investment in people skills needed
▪ Team building is a continuum, not an event
Facilitator conducted team check-in interviews to assess
team dynamics and on-going issues:

29. Staff Development Series
Construction Phases
Session Date Focus Key Learning
Feb 2013 Series Overview Trainingvalue,goals, team dynamics
Adapt Through
Lots of interests
Not enough time
Not enough info
Not enough room
A lot to doTight funding
Long hours
Stress Teamwork
Collaboration
Communication
Patience
Integrity
Respect

30. Business Interests

31. Staff Development Series
Construction Phases
Session Date Focus Key Learning
Feb 2013 Series Overview Trainingvalue,goals, team dynamics
Feb 2013 Active Listening Communicationstyles, effective
communicationskills, clarity
Mar 2013 Effective Meetings Prepare, lead, engage effectively
Apr 2013 Giving/Receiving
Feedback
Preparing and delivering effective feedback,
gauging impact/results
May 2013 Difficult Conversations Five verbal skills to support difficult
conversations,recipe for success
June 2013 Conflict Resolution Understandingfive styles of effectively
engaging conflict resolution
July 2013 Coaching & Motivating Performance coaching, forms of motivation-
match to person

32. Monitoring Team Function
Construction Phase
■ Operating Principles
■ Assessments
■ Feedback
■ Leadership 360s
■ PM Check-ins
■ Principal Check-ins
■ Pockets of team in Storming, Norming and performing

33. Monitoring Team Function
Construction Phase

34. Monitoring Team Function
Construction Phase

35. Predicting Results Through Words
Kind of
Sort of
Weak StrongIncreasing Accountability
Will
Done
Do(ing)
Did
Hope(ing)
We’ll seeMaybe
Should
Try(ing)
If
Wait(ing)
Can’t
Might On track
Someone
Submitted
Checking
Planning
Developed by Mike Baker, 2012

36. Soft Language Example
Construction Phase
Situation: Need to respond to contractor request for
information (RFI)
■ Q: “When can we do this?”
▪ A: “It would be nice if we would do it today.”
■ Q: “When will it happen?”
▪ A: “Well, I have a 3-hour meeting today”
■ Result: “Delegate the 3-hr meeting and focus on this”
Actual recent project dialogue:

37. Cycle of our Team
We are here

38. This Project and Presentation is a
collaboration of the following teams:

39. Questions?

40. Please complete the session
evaluation
We appreciate your feedback and insight
■ SESSION ID# 15472
■ You may complete the session evaluation either on
paper or online via the mobile app