Civil Technology, Inc. (CTI) is a construction management firm seeking to add more value to its clients' projects through initiative and leadership. Traditional project delivery practices often result in projects taking too long, costing too much, and posing safety risks. CTI's target is for projects to take less time, meet budgets, exceed quality expectations, and have zero safety incidents. To achieve this, CTI will advance its staff's learning of lean construction practices, identify initial projects to apply lean practices, develop relationships with lean consultants, and seek opportunities to lead lean practices with clients. CTI owners expressed support for Charles applying the same transformation approach used in construction management to the firm's business development.

1. b.2.d Helping Civil Technology Bring More Value to Its Clients
Transformation Leader
Charles Rountree
InsideOut Consulting, Inc. / Civil Technology
Inc.
Background
Civil Technology, Inc (CTI) is a multi-award winning construction management & real estate
investment firm focused on optimizing the processes to improve the overall projects. The firm
provides comprehensive construction project and program management services. It has a
distinguished track record in its partnering role in the delivery of complex projects. This A3 is being
created by the May 12, 2011, CTI Executive Committee, as a way to generate ideas about what
Charles can continue to do, stop doing, or start doing to get new projects, which leads to more
satisfied clients and new revenue for CTI, etc.
Traditional Condition
Many owners have limited financial resources and remain dissatisfied with project outcomes in 4
areas:
1) Takes too long
2) Cost too much
3) Fail to meet quality expectations
4) Continue to present serious safety risks, with nearly 1,500 accidents and four deaths per day
(Lichtig 2005).
Current construction project delivery practices fail to provide a solid basis for improvement and are
inadequate when projects are complex, uncertain and quick. Since 1964 to 1998, the construction
industry has lost a total 24% productivity, due to its current project delivery processes.
Target Condition
CTI is measurably adding more value to the projects in which they are involved due to their
initiative and leadership:
1) Projects are taking less time and schedules are being met/exceeded by the whole project team
2) Budgets are being met and Target Cost Delivery is in place allowing budgets to be less/or money
returned to the client
3) Quality is measurably exceeding expectations of the client
4) Projects are experiencing 0 safety incidents
CTI is a known leader in project delivery using lean approaches
The Strategic Approach
1) Charles to take advantage of Lean Construction Institute Community of Practice to continue to advance his
and his team’s learning about lean
2) Charles to develop a strategy for leading lean learning for CTI staff
3) Charles to identify initial projects for initiating lean practices
a) Stapleton Redevelopment
b) Denver County Jail
4) Charles to seek out opportunities to lead lean practices with clients
5) Charles to develop relationships with lean consultants in the industry to joint venture with projects
“On February 22, 2011, in a meeting
with both CTI owners, Carl stated,
Charles the magic or whatever you’ve
done in the construction management
projects, we want you do with our
business development.’”
“On May 12, 2011, in the CTI Executive
Team meeting, Charles presented a
very rough draft A3 Business
Development Transformation Strategy,
in which all five of the team members
present expressed that they liked it. In
fact, Carl recommended that in going
forward, regarding problem solving
that as similar presentation format be
used.” Carl Bourgeois, Co-Owner of
Civil Technology, Inc.
Follow up (A – from PDCA)
1. Charles will provide weekly updates of the target goals.
2. CTI can use this A3 during the monthly Executive meeting, to expand upon it and to collaborate with other
members.