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Being the Best we Can beThrough 

Working Together

June 14, 2012

www.frisbygroup.org

©Tom N. Frisby 2012Power Point Presentation by: Mendi Arnold

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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

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Introductions:

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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…”

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Introduction to PartneringCONTRACT

A TEAM APPROACH…Working together to achieve or

exceed project goalsproject goals of all parties…

…within the contract

…within the law

FARsStatutes

Constitution

_________ _________

SEAL

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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

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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

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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

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Partnering ‐ intended to raise the bar of performance!

Will you rise to the challenge?

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Kano Model of Quality

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Introduction to Partnering

Raise the Bar of Performance by:

1+1=3 

(sum plus arithmetic)

BUT FIRSTBUT FIRST

1+1=1 

(unity)

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Introduction to PartneringDisunity of Purpose

SO WHAT ARE OUR COMMON GOALS? WHAT IS THERE TO UNITE US?

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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%

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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

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s Learne

d ‐T

he Qua

ds IMakes MoneySafe PracticesSafe Execution

Knowing the right things Doing the right things

TeamCore Values

Trust (C+C+C+C=T)Content Conflict

ResolutionBuilt-In Quality

Decision MakingAccountability

Reliable Promises20 / 20 Foresight

IILoses Money

Re-WorkInspect and CorrectDecision Delaying

IIILoses Money

Relationship ConflictsDefensivenessNot AcceptingAccountability

Living in the Past

IVMakes Money

Raising the bar of PerformanceTraining

Lessons LearnedAssisting Others to do their Job

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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.

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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

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CharterCommon 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

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Appendix FHPW Partnering Charter

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CommunicationHow 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 peopleWe 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.

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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

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Lost Man Hours Per Craftsman Per Week 

Due to Rework vs. Project Completion Stage

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1

2

3

4

5

6

7

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25% 50% 75% 100%

Lost man hoursper craftsmanper weekLo

st M

an Hou

rs

Percent Complete

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Lost Man Hours Per Craftsman Per Week

Due to Overcrowded Work Area vs. Project Completion Stage

0

1

2

3

4

5

6

7

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25% 50% 75% 100%

Lost man hoursper craftsmanper week

Lost M

an Hou

rs per 

Craftsman

 per week

Percent Complete

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The 25/10 Rule

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Some Lessons Learned: 25/10 RulePareto 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 cause80% of the impact

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Project Close‐Out Process

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Project Close‐Out Process

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Project Close‐Out Process

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ProcessesSchedule

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%)

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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)

ResponsibilityScheduleItem

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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

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Concepts of the Planning ProcessThe 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

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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

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Safety

Too important to be Mixed into       the Brew!

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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?

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Some Lessons Learned

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Crash Curve

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Dispute Resolution Ladder

WORK IT OUT!!!

Superintendents, ForemanWorking relations between trades in the field

Project Managers, SuperintendentsField Planning

Project Managers, A/E, Owner’s Rep.Schedule, scope of work disputes

StakeholdersUnresolved conflicts Step 1

MediationUnresolved conflicts Step 2

Team

Buil

ding C

onflic

ts

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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”

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Appendix ESample Resolution Ladder

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Report Card

Evaluate Team Performance

Establish key monthly milestones and 

achievements; attach to report card.

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5. Built‐In Quality

4. Finding problems in office, not in field

3. Coordination

2. Scheduling

1. Leadership

CommentsScore

(0‐10)

Item

Report Card

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10. Common goal attainment

9. Team approach

8. Working things out

7. Accountability

6. Safety

CommentsScore

(0‐10)

Item

Report Card

11. Security

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Comments

Schedule

Who has secondary responsibility

Who has primary responsibility:

What is test of completion:

What is to be done:Priority Matrix

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Processes

Item How to HandleRFI ‐Changes ‐Submittals ‐Time extension requests ‐Coordination ‐Back charges ‐Documentation ‐Dispute Resolution ‐

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Wind ‐ UpAction Items

Item Response Schedule

Next Meeting

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Wind ‐ UpWhat is the most important

thing that came of this session that you will

definitely implement during the course of the project.