pm.11-handout-team building-01

Introductions:

Name: _______________________________

Family, History, Goals, Purpose & Hobbies:

_____________________________________

_____________________________________

_____________________________________

_____________________________________

_____________________________________

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1. Working as A Team

Attitudes & Communication

Comparison of Two Problem Projects

Phil Martinson, P.E., PMP, CDT, DBIA

Phil Martinson Engineering, Inc.

Website: pmeng.com

503-557-1555 [email protected]

With over 30 years experience in the construction industry Phil

Martinson has professional training and field experience in

diverse and varied backgrounds that relate to project design,

construction, planning and regulatory approvals. This

background includes degrees in Civil Engineering, Structural

Engineering and Bio-chemistry as well as certifications in

Project Management, Construction Documents Technology,

Wetland Delineations and advanced training in specialty

computer software used in the construction and design industry.

Phil Martinson Engineering networks with other consultants

and construction professionals to focus on the best way to

effectively and efficiently meet a Client’s needs. Our purpose is

to support our Clients in achieving their objectives and goals on

construction, development, design and related improvement

projects; and to promote the effective resolution of problems

and disputes related to construction projects.

I. Attitudes & Behaviors that Create Problem Projects

A. Special Interest 1. Abraham Lincoln – “A Government of the People, by the

People for the People” shall not perish from the earth.”

Versus “of Special Interest Groups, by Special Interest Groups

for Special Interest Groups”

2. Free Enterprise versus Self Serving Interests

a. The Other Path - by Hernando de Soto, 1989 - The

Economic Answer to Terrorism

i. Minimal Political Corruption - No “Pay Offs”

ii. Minimal Privileged “Classes” – No Special Rights

or “Favors”

b. The Construction Industry in the United States is a Prime

Example of Free Enterprise.

3. Liberty – Freedom from unjust or undue governmental

control.

4. “A Nation of Victims” by Charles J. Sykes - The author talks

about the decay of the American Character. No one wants to

accept responsibility for their actions and they want to blame

others for their problems – expecting society or others to

insulate them from any pain.

B. Pro-Active Attitudes 1. Fear of Making a Wrong Decision

2. Adoption of a Systems Approach to Problems & Management

3. Established – But Ineffective Paradigms

C. Failure to Communicate 1. Informal Partnering

2. Formal Partnering – Works 80% of the time when all parties are

open, honest and committed to the PROJECT

II. Communication Solutions on for Problem Projects

A. 3 options or Alternatives for Dealing with Disputes 1. Deal with it now – Delayed Gratification

a) Unpleasant Initially – But Healthy

b) Accept Responsibility

c) NEGOTIATE – Open Discussion, Compromise, Give &

Take (Informal Partnering)

d) ASSISTED NEGOTIATION (FORMAL

PARTNERING) – Mediation, Arbitration

2. Turn it Inside – Say Nothing, Hold it Inside – Leads to

Depression & Withdrawal

a) Avoids Healthy Confrontation

b) Avoid Taking Balanced Responsibility – Blame Self

(100% Self)

c) ESCAPE – DENIAL, FLIGHT, DEPRESSION

3. Turn it Outside – Say Nothing, Hold it Inside – Leads to

Anger & Hostility

a) Avoids Healthy Confrontation

b) Avoid Taking Balanced Responsibility Blame Others

(100% Others)

c) ATTACK – LITIGATION, ASSAULT, VIOLENCE

Becoming an Owner’s Contractor of Choice

Mesa Contracting, LLC Facilitator - Phil Martinson Engineering, Inc. 503-557-1555

Friday, August 8, 2014 – 6:30 AM to 1:30 PM

mailto:[email protected]

B. Consider the Personality of the People Involved 1. Understand Who You’re Dealing With

a) Find out who the players and decision makers are

b) As much as possible, understand their personalities

2. Understand The REAL Problem

a) Rarely is the Apparent Problem the Root Problem

b) Root Problem will Involve Core Personality Issues

3. Personalysis

a) People are Different & Think Different

b) Understand both Your Personality & the Personality of

the People you work with

c) Provides insights into how people think, how they solve

problems, how they deal with others, and how they cope

under stress.

4. Personalysis Evaluation

a) Simple, 15-minute, self-administered questionnaire. The

analysis of this data results in the Personalysis Report.

b) Personalized 13-page summary of your personality with

an easy-to-use snapshot of your personality called a

Colorgraph

c) Application guide in the form of an interactive CD to

give you tools to work with other personality types

d) People road map to accelerate teamwork - depicts

behavior objectively & graphically

e) Eliminate road blocks of style differences - stay focused

on achieving results

f) Helps setup a system to create productive working

relationships your organization

C. Sample Letter 1. Typical Generic Notification Letter

SUBJECT: _____________ Project

Notification of Change in the Contract Work

Unmarked and Unknown Utilities conflicting with pipe installation

In Accordance with Contract Clause __________

Dear Owner Representative,

This letter is to inform you we have experienced a change in

our work in the form of unmarked and unknown utilities

which are in conflict with our work. This change is adversely

impacting our work. We will look to you for any added costs

associated with this change in the work. Thank you.

2. Optional Second Letter (Subject to Legal Approval) – It is

Imperative a contractor’s legal counsel review any

notification letters on a specific project regarding changes to

verify their conformance with contract requirements and to

preserve any legal rights, since requirements on each project

and each contract will vary.

SUBJECT: _____________ Project

Unmarked and Unknown Utilities conflicting with pipe installation

Dear Owner Representative,

A meeting with you will be helpful in determining a plan and

direction that will provide options to complete the project in

time and on budget. We will continue to track our costs and

monitor the work progress so we can complete the work in

accordance with the contract agreement.

Your suggestions and input as to how we can maintain the

project goals to complete the project as designed and

planned would be helpful. We would like to work with you

and analyze the impacts so a solution can be found that will

mitigate the cost impact to the contract work.

3. Addressing the Personalities

Red – Lion (What?) - A meeting with you will be helpful in

determining a plan and direction that will provide options to

complete the project in time and on budget.

Green – Beaver (How?) - We will continue to track our

costs and monitor the work progress so we can complete the

work in accordance with the contract agreement.

Yellow – Golden Retriever (Who?) - Your suggestions and

input as to how we can maintain the project goals to complete

the project as designed and planned would be helpful.

Blue – Otter (Why?) - We would like to work with you and

analyze the impacts so a solution can be found that will

mitigate the cost impact to the contract work.

D. The Victim Mentality In the Book “A NATION OF VICTIMS”, Charles J. Sykes talks

about the decay of the American Character. No one wants to

accept responsibility for their actions and they want to blame

others for their problems – expecting society to insulate them

from any pain.

E. Communicate at Their Level 1. The Problem

a) As Represented in the Bid Documents

b) As Found on The Project

c) Use a team approach to facilitate communications

2. Communicate the Impact

a) Costs

b) Schedule - Sure Trak or Project - Bar Chart & CPM

c) Graphics

F. Find Creative Solutions 1. What are the Party’s and Project Goals?

a) Project

b) Contractor

c) Owner

d) Designers

e) Third Parties – Neighbors, Public, etc.

2. What are the Resources?

a) Grants & Alternative Funding?

b) Other Projects – Future Work

c) Design Modifications

d) Construction Changes

3. Avoid the Lone Ranger Syndrome – Team Approach

a) Team Building – A relational process in which diverse

members unite to achieve a mutually beneficial goal

b) Types of Teams

c) Team Forming Process

d) How To Build a Team

1) Develop personal ownership of the project

2) Define the goals

3) Creating a “We” climate

4) Define the relationships and corresponding roles

5) Protect the relationships - “Team Repair” as needed

6) Create & Define your Mission Statement

III. Keys to Relationship Harmony

A. Marriage 1. Define Your Goals

2. Effective and Honest Communication

3. Conflict Resolution Process that anticipates and expects

resolutions to conflicts that arise. (Matchmakers Claim this

item alone can predict 80% to 95% success)

B. Business 1. Define Your Goals



resolutions to conflicts that arise.

C. Construction – Contractor – Owner - Designer 1. Define Your Goals



resolutions to conflicts that arise.

IV. Transformational Leadership

Overlapping Relationships & Responsibilities

Continuous Improvement

V. A Tale of Two Contracts

NOTES: _______________________________________

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2. Managing Projects to Avoid Disputes

Plan & Schedule ALL WORK

Basic 3 Project Components - Triangle Model Scope - WORK ELEMENTS

Schedule - TIME

Budget - COST

All three are tied together - may have to reduce the scope,

(project components or quality) to maintain the Schedule or

the Budget

Danish Philosopher, Søren Kierkegaard:

“Life is understood Backwards,

but it is lived forward”

Many Contractors feel the same way about a Construction Project.

It is understood when you look back on it and realize how it could

be built better or differently. It is by looking back, that you can

improve the way we move forward on new construction projects.

Basic Setup – Written Outline & Plan

A. Contract – Update and Review ALL Contract

Elements 1. Quality Control Program

2. Environmental Protection Program

3. Health & Safety Program

4. Owner & Designer Goals & Concerns

5. ALL Work Items, Elements & Restrictions

6. ALL Submittal Requirements

7. ALL Notification Requirements

B. Plan & Schedule – Build the project on Paper

C. Communication System 1. Serial Letter System – Correspondence in and

Correspondence Out

2. Daily Reports

3. Monthly & Weekly Project Meetings

Schedule Your Project No Plan is A Plan to Fail

"What gets scheduled gets done" – Scheduling is a Tool to

Communicate the Project Plan, Anticipated Productivity and

Cash Flow Requirements

Proper scheduling is a tool to measure and a key to evaluating

impact from delays, disruptions & project changes

Define Your Project by Different Formats •Performance Requirements - Project Goals

Design Drawings & Specifications

3 Dimensional Scale Model (BIM)

Project Cost (Total of Contracts)

Time (Schedule)

Building A Schedule Read The Contract

Evaluate Risks - more risk = more activities

Defines the planned scope of work

Establishes a timeline for the work plan

Assigns costs to the work the plan

Accountability Guideline

Helps Define Cash Flow Requirements

Communication Tool for Management

Use scheduling methods that work best the project

Verify the reasonableness of the schedule with the crews

performing the work

Status the schedule periodically, recording work as it is

accomplished, forecasting completion of remaining work and

adjusting the schedule as needed

Document, quantify, record and include any adverse impacts

on the schedule and forecast remedial logic, if needed

Produce a final as-built schedule, both to learn for future

work and to provide a record of actual project progress

Critical Path Method Scheduling (CPM) Timeline for performing the Work (Project Components)

Project Components = Tasks which make up the project

Mathematical time model of the project

Critical Path = Longest sequence of Tasks (Activities) of a

project which determines the end date

Any delay in one task on the Critical Path, delays other tasks

and delays the project as a whole

Tighten the schedule - Create a buffer to anticipate changes

& adverse impacts

Scheduling Guidelines Summarize the contract’s schedule specifications & reporting

requirements, then determine the allowable contract time

Consider and summarize any time penalties, such as

liquidated damages

Verify the schedule follows durations & logic that fit the

contract time and requirements

A schedule is only as good as its ability to communicate

Employ constraints, multiple calendars and non-conventional

relationships sparingly

Avoid lead times & lag times that are not necessary

Avoid task durations that are longer than your intended

update cycle.

Project delays occur on or near the critical path

Publish the finished schedule as a BASELINE for the work &

distribute to relevant parties (Owner, General Contractor,

Subcontractors, Suppliers, Superintendents, Foreman)

Reconcile the schedule to the project estimate, ensuring scope

was covered

Scheduling - Notes & Comments A project schedule can have more than one critical path.

One job can have multiple ways to perform - There are

different ways and timelines to complete the work

A schedule needs to be modified and updated as changes

occur - DYNAMIC

Be Accurate & Fair

Concurrent Delay must not be masked

Float belongs to the project - Any party should use it

Monitoring A Schedule Monthly Progress Updates to The Schedule

Monthly Documentation

Monitoring project trends

Schedule Variances, Actual Durations

Monitor forecasted costs

Actual vs. Estimate, Projected cost at completion

Track actual start dates, end dates, & percent progress and

evaluate performance

Monitor Earned Value Analysis

Communicate Often

Enter any contract milestone dates

Allow for inputting time impact of changes; both extensions

and accelerations

Review project cost status compared to budget

Brief Narrative/Report of project status with progress

success, delays, changes to scope and changes

Look for Ways to continually improve the work and the

methods used to Schedule & Monitor the Work

Always Look for Ways to Improve

VICO Software 5-D - Present and communicate the

construction process. All aspects of the project are displayed

in one place. Project status and progress can be

simultaneously viewed in 3-D, 4-D (schedule) and 5-D (cost).

Delay from Changes Delay & Disruption - Contrast of work delay as compared to

work disruption.

A party claiming delay, is responsible to demonstrate it

Delay cause must be fairly determined

Delay claims typically focus on what was affected as the

result of some event and the magnitude of the affect on

individual work items. If the delayed work item is tied into

the performance of other work items on the contract, the

delay of one item has the potential of disrupting other work

items.

Following is a quotation from the third edition of “PROVING

AND PRICING CONSTRUCTION CLAIMS” published by

Aspen Publishers and written by Robert F. Cushman, John D.

Carter, Paul J. Gorman and Douglas F. Coppi (Section 3.01

INTRODUCTION, page 69): “…With respect to contract

performance, disruption encompasses three general

principles. First, when a contractor bids on a contract, it is

entitled to schedule its performance in a series of efficient

and economical operations, with each stage of performance

dependent on or interrelated to other stages. Therefore, any

disruption to one stage may have a potentially disruptive

impact on the subsequent or related stages. Second, parties to

a contract are expected to cooperate with one another and not

hinder each other’s performance. A contractor plans to

perform its work in a certain manner and sequence, and the

owner has an implied duty not to hinder, interfere, or disrupt

the contractor’s planned performance. Third, when a

contractor plans its contract performance, it must do so

reasonably. A contractor may not make unrealistic

assumptions about contract performance. For example, a

contractor cannot make a valid disruption claim if it has

assumed that it would have sole access to the site when the

contract documents indicated that other contractors would be

simultaneously onsite. Finally, these concepts must be

balanced with frequently encountered contractual language

inserted for the purpose of altering the otherwise implied

rights of the parties. Such exculpatory provisions may not be

completely enforceable…”

Disruption of Work from Changes Disruption can be defined as any change in the method of

performing the contract work sequence planned by the contractor

(and the owner) at the time the job was bid that prevents the

contractor from performing the work in the manner the contractor

(and the owner) anticipated. The impact of disruption to the

contractor will change not only the time of performance, but will

typically cause a loss of efficiency in performing all the

interrelated work items with increased costs on those work items.

A disruption has the potential to affect all work items. If there is a

delay which causes major disruption relative to the percentage of

work and the performance time, a delay of one item will

completely change the performance of the contract work.

Resource Information – Scheduling AACE International (The Association for the Advancement of

Cost Engineering International) http://aacei.org/

Primavera Software - project, portfolio and resource management

software. http://www.primavera.com/

2007 MS Office Project – http://www.msprojectconference.com/

2007 Project Blog Site http://blogs.msdn.com/project/default.aspx

VICO Software, 120 Washington St. # 202-C, Salem, MA 01970

978-882-0170; Email: [email protected]

Web: www.vicosoftware.com

NOTES: _______________________________

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3. The First Signs of a Problem

I. Warning Signs of a Problem

A. Delayed Start

1. NTP - Notice to Proceed

2. Funding Delays

3. Permit Delays

B. Denied Access

1. Easements

2. Permit Delays

3. In Water work

4. Utility Conflicts

C. Design Problems

1. Incomplete Drawings

2. Design Defects or Conflicts

3. Specified Equipment Problems

D. Changed Conditions

1. Type I - Material or Representation is Different

2. Type II - Unusual or unexpected behavior

E. Learn from Others Experience

1. Listen to Others

2. Watch Other Projects

3. Ask Lots of Question

II. Types of Project Impacts

A. Delay

1. Delay & Disruption - Contrast of work delay as

compared to work disruption.

2. A party claiming delay, is responsible to

demonstrate why

3. Delay cause must be fairly determined

4. Delay claims typically focus on what was

affected as the result of some event and the

magnitude of the affect on individual work items.

If the delayed work item is tied into the

performance of other work items on the contract,

the delay of one item has the potential of

disrupting other work items.

5. Following is a quotation from the third edition of

“PROVING AND PRICING CONSTRUCTION

CLAIMS” published by Aspen Publishers and

written by Robert F. Cushman, John D. Carter,

Paul J. Gorman and Douglas F. Coppi (Section

3.01 INTRODUCTION, page 69): “…With

respect to contract performance, disruption

encompasses three general principles. First,

when a contractor bids on a contract, it is

entitled to schedule its performance in a series of

efficient and economical operations, with each

stage of performance dependent on or

interrelated to other stages. Therefore, any

disruption to one stage may have a potentially

disruptive impact on the subsequent or related

stages. Second, parties to a contract are expected

to cooperate with one another and not hinder

each other’s performance. A contractor plans to

perform its work in a certain manner and

sequence, and the owner has an implied duty not

to hinder, interfere, or disrupt the contractor’s

planned performance. Third, when a contractor

plans its contract performance, it must do so

reasonably. A contractor may not make

unrealistic assumptions about contract

performance. For example, a contractor cannot

make a valid disruption claim if it has assumed

that it would have sole access to the site when the

contract documents indicated that other

contractors would be simultaneously onsite.

Finally, these concepts must be balanced with

frequently encountered contractual language

inserted for the purpose of altering the otherwise

implied rights of the parties. Such exculpatory

provisions may not be completely enforceable…”

B. Disruption

1. Disruption can be defined as any change in the

method of performing the contract work

sequence planned by the contractor (and the

owner) at the time the job was bid that prevents

http://aacei.org/

http://www.primavera.com/

http://www.msprojectconference.com/

http://blogs.msdn.com/project/default.aspx


http://www.vicosoftware.com/

the contractor from performing the work in the

manner the contractor (and the owner)

anticipated. The impact of disruption to the

contractor will change not only the time of

performance, but will typically cause a loss of

efficiency in performing all the interrelated work

items with increased costs on those work items.

2. A disruption has the potential to affect all work

items. If there is a delay which causes major

disruption relative to the percentage of work and

the performance time, a delay of one item will

completely change the performance of the

contract work.

C. Acceleration

Increase Productivity - reduce completion time

D. Time Extension

Increased Contract time - allow for changes in

work

III. Tools for Monitoring Project Problems

A. Define Your Project by Different Formats

1. Performance Requirements - Project Goals

2. Design Drawings & Specifications

3. 3 Dimensional Scale Model (BIM)

4. Project Cost (Total of Contracts)

5. Time (Schedule)

B. 3 Project Components - Triangle Model

1. Scope - WORK ELEMENTS or QUALITY

2. Schedule - TIME

3. Budget - COST

All three are tied together - may have to reduce the

scope (project components or quality) to maintain the

Schedule or the Budget

C. Critical Path Method Scheduling (CPM)

1. Timeline for performing the Work (Project

Components)

2. Project Components = Tasks make up the project

3. Mathematical time model of the project

4. Critical Path = Longest sequence of Tasks

(Activities) which determines the end date

5. Any delay in one task on the Critical Path, delays

other tasks and delays the project as a whole

6. Tighten the schedule - Create a buffer to anticipate

changes & adverse impacts

D. Learn from Others Experience

1. Listen to Others

2. Watch Projects

3. Ask Lots of Question

IV. Tools for Solving Project Problems A. RFI (Request For Information)

1. Clarification

2. Interpretation

3. Direction

B. PCO (Potential Change Order)

1. Requesting the Owner to Issue a Change Order

2. Usually Money and/or Time

C. CO (Change Order)

1. Recognized Change

2. Approves added Time and/or Money

D. Request for an Equitable Adjustment (REA)

1. Asks for additional Time and/or Money

2. Typically submitted when a change was not

approved or recognized by an owner

V. Tools to Measure Production - Metrics A. Scheduling as a Tool

1. Communicate the Project Plan, Anticipated

Productivity and Cash Flow Requirements

2. Measure and a key to evaluating impact from

delays, disruptions & project changes

3. Can have more than one critical path.

4. Can have multiple ways to perform - There are

different ways and timelines to complete the work

5. Modify & update as changes occur - DYNAMIC

6. Be Accurate & Fair

7. Concurrent Delay must not be masked

8. Float belongs to project - any party should use it

B. Earned Value Analysis - To Monitor Your Projects

EV = Earned Value (Budgeted Cost of Work

Performed)

PV = Planned Value (Budgeted Cost of Work

Scheduled)

AC = Actual Cost (Actual Cost of Work Performed)

C. Simple Indexes to Monitor Your Projects

CV = Cost Variance = EV-AC

$ Value - Good if Positive

SV = Schedule Variance = EV–PV

$ Value - Good if Positive

CPI = Cost Performance Index = EV/AC

Ratio - Good if > 1.0

SPI = Schedule Performance Index = EV/PV

Ratio - Good if > 1.0

D. Communicate at Their Level

1. The Problem

As Represented in the Bid Documents

As Found on The Project

Use a team approach to facilitate communications

2. Communicate the Impact

Costs

Schedule - SureTrak; Project; Bar Chart; CPM

Graphics

VI. Conclusion - Ask Lots of Questions - Use Notes

1. Identify the Problems - First Step to a Solution

2. If you have a problem - Admit it

3. What can be done different - A written Plan to Deal

with or Fix a Problem

4. Informal Partnering

5. Study the Contract

6. Documentation & Communication

Monitor & Update the Schedule

Maintain an Issues log - PCO/CO

Sequential Correspondence - Serial Letters

7. Treat everyone with Respect

8. Know where the Owner is coming from

VII. References & Resource information

AACE International (Association for the Advancement

of Cost Engineering International) http://aacei.org

Primavera Software - http://www.primavera.com

MS Project – http://www.msprojectconference.com

NOTES: _______________________________________

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4. Guidelines & Resources

For Partnering in Construction

Phil Martinson, P.E., PMP

Phil Martinson Engineering, Inc.

Website: pmeng.com

503-557-1555 [email protected]

I. Why Partnering? To improve the effectiveness of the construction process

through improved communications and an enhanced

conflict resolution process.

A. Improve the method and quality of communications

B. Partnering in Construction very similar – focus on

clarifying the project goals and improving

communication

C. All parties involved in the Project define and agree

on:

1. All Parties Goal statement for the project.

2. Communications procedures, methods and

responsibilities.

3. Setup a Conflict Resolution process that

anticipates and expects resolutions to conflicts

that arise.

http://www.msprojectconference.com/


II. Definitions of Partnering A. Associated General Contractors - Partnering is a

way of achieving all optimum relationship between

a customer and a supplier. It is a method of doing

business in which a person’s word is his or her

bond and where people accept responsibility for

their actions. Partnering is not a business contract

but recognition that every business contract

includes an implied covenant of good faith.

B. Construction Industry Institute - The partnering

concept centers on a long-term commitment

between two or more organizations for achieving

specific business objectives by maximizing the

effectiveness of each participant’s resources. The

relationship is based on trust, dedication to

common goals, and an understanding of each

other’s expectations and values. Expected benefits

include improved efficiency and cost-effectiveness,

increased opportunity for innovation, and the

continuous improvement of quality products and

services.

C. American Society of Civil Engineers - Partnering

is an effort that attempts to merge the contractor’s,

the owner’s, and the engineer’s interests into a

single project goal. Partnering involves cooperative

project management among the contractor, the

owner, and the engineer.

D. U.S. Army Corps of Engineers definition A -

Partnering is the creation of an owner—contractor

relationship that promotes the achievement of

mutually beneficial goals. It involves an agreement

in principle to share the risks involved in

completing the project and to establish and

promote a nurturing partnership environment.

E. U.S. Army Corps of Engineers definition B -

Construction partnering means developing a

cooperative management team with key players

from the organizations involved in a construction

contract. The team focuses on common goals and

benefits to be achieved through contract execution

and develops processes to keep the team working

towards those goals. Partnering means exercising

leadership for the entire engineering team.

F. American Arbitration Association - Partnering is

a synergy—a cooperative, collaborative

management effort among contracting and related

parties to complete a project in the most efficient,

cost method possible, by setting common goals

keeping lines of communication open, and solving

problems together as they arise.

III. The Partnering Process A. Setup a Pre-construction Workshop with a

facilitator to act as a catalyst and to improve the

quality and productivity of the workshop. All

parties develop three documents:

1. Goal statement for the project.

2. Establish Communication procedures defining

the specific requirements and details of

communications with all parties.

3. Setup the Conflict resolution process that is to be

used to resolve conflicts to the satisfaction of

all parties.

B. Follow-up workshops are used to monitor the

project and Speak to current concerns,

miscommunications and problems that develop as

the project proceeds.

1. Performance review based on the partnering

goals

2. Implementation of Corrective Action as needed.

3. Revision to the Communication Procedures as

needed.

C. Conflict resolution Process

1. Focus on resolution of inconsistencies between

the design and construction processes.

2. Emphasis on communication tools and the

process used to improve the interactions

between all parties involved.

3. Look at any conflicts in light of the goals and

purpose of the project. Focus on the results

IV. The Benefits of Partnering Partnering does not eliminate problems. It anticipates

problems and provides a process for all parties to

work through changes and mitigate the financial

impact on everyone involved.

A. Improved & effective communications

B. Predictable problems

C. Manage Changes and Problems – through

improved communications

D. Proactive communications versus reactive

E. Have key decisions makers involved on major

decisions and turning points.

F. Project is run and managed as a Team Effort of all

parties involved.

G. Development of improved skills (especially

communication) as individuals and as a company.

H. Focus is on results and follow-through of potential

problems.

I. Synergistic effect of all people working towards a

common goal.

The Partnering Process What is Partnering

Synchronized Decision Making

Team Building “One Team’ Focus

Do It Right The First Time Emphasis

Continuous Improvement

Speedy & Effective Conflict Resolution

Three Simple Rules for Partnering Success

Do what's right!

Do your best!

Treat others as you want to be treated!

Answers Three Basic Questions

Can I trust you?

Are you committed?

Do you care about me and my interest?

Partnering Is Not

A substitute for:

o the contract

o good plans I planning

o competent people

A guarantee of:

o profit

o no cost growth

o no disputes

A compromise of:

o quality standards

Why Partnering

Enhance Productivity

Minimize Risk

Reduce Unnecessary Bureaucracy

Eliminate Need For Litigation

Partnering Principles

Prevention versus Repair & Rework

Taking Responsibility versus Shifting

Responsibility

Good Faith & Fair Dealing versus Taking

Advantage•

Team Success versus Taking Care of #1

Regardless

Accountability versus Passing the Buck

Process Simplification versus Red Tape

Issue Resolution Policy

• All problems are job problems!

• Inaction is not an option.

• Issues will be identified and resolved at

the lowest practical level.

• Identify policy level Issues and elevate as

soon as possible.

• Issues will be resolved or elevated before

impact on cost or time.

• Elevate and hear together (provide

options). Elevation is not a sign of

failure. Identify issue and elevate ASAP

when resolution cannot be achieved.

Either party can decide it’s time to

elevate.

• Time and Cost impact dates will be

identified immediately

• Time available to resolve Issues before

will be allocated as indicated on the

issue Resolution Ladder before impact

on Cost or Time.

• Once made, a decision is owned and

known by all.

• No bad news letters without discussion

first.

• Never Never! Bad mouth your Partner in

their absence.

Project Goals

What are the Project Goals for your organization,

for the owner & for all stake holders?

What events, actions or accomplishments must

take place to say the project is a success?

Common Goals:

1. Safety for Workers & Public

2. Quality – Do it right the First Time

3. Cooperation - Quick Resolution of Issues or

Changes

4. Good Communication

a) Timely Notifications to all Parties

b) Traveling Public

c) Property Owners

5. On Schedule

6. In Budget – Avoid Nickel and Diming

7. Specific Goals (In addition to the Common

Goals):

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Sample Partnering Charter

As partners, we pledge to construct our project

successfully through mutual respect, open communication,

cooperation and trust. We will proactively plan our work

coordinate with each other and individually be accountable

for our performance and actions. We will resolve

problems in a timely and equitable manner at the lowest

practical level while remaining focused as allies to ensure

no issue becomes larger than our common goals.

SAFETY

A safe worksite

No recordable accidents

No public incidents

QUALITY

Satisfied customers

Meet contract requirements

Do it right the first time

SCHEDULE

Target early completion 3 months

Update and share detailed, short term work ph Develop

and maintain project momentum

BUDGET

Achieve all partners’ financial goals

Timely resolution of change order equity

No claims

COMMUNITY

Business, transit customer, recreation and Proactive public

information

Sustain our good r

No train delays

Have Fun

By accomplishing these goals we will create a premier

public amenity, establish a model and standard for future

projects, enhance our reputations build enduring

friendships and can take pride in a job well done.

5. The Rising Popularity of Design Build

I. Origins of Design-Build

A. Master Builder

1. 2000 BC to 1850 AD

2. European Renaissance (14th

to 16th

centuries)

3. Single Provider of Design & Construction

B. Separation

1. Industrial Revolution (18th

to 19th

centuries)

2. 1850 to present

3. Separate Design & Construction responsibilities

C. Integration

1. Information Age

2. 1985 to present

3. Integration of Design & Construction

responsibilities - BIM

II. The Development of Professional Standards

A. Code of Hammurabi

1. Ancient law code, created 1790 BC in ancient

Babylon by the 6th

Babylonian king

2. Eye for an Eye - Obligation of Design &

Construction

3. Babylon - World’s First Metropolis

B. Vitruvius - Roman - Time of Julius Caesar

1. 40 BC - Documentation of design and

construction practices - De architectura, “The

Ten Books on Architecture”

2. Machines - Hoists, cranes, pulleys, catapults,

dewatering screws, surveying, etc.

3. Called first known engineer & first architect

* The above information above is from “Selecting Project

Delivery Systems: Comparing Design-build, Design-Bid-Build

and Construction Management At Risk” by Victor Sanvido and

Mark Konchar copyright 1999, Reprinted with additions, 2005.

C. Filippo Brunelleschi - Italian Renaissance

1. Foremost architect & engineer

2. Design-Builder & Innovator of Construction

3. Florence Cathedral - Double Dome

4. 1377 AD-1446 AD

III. Effects of the Renaissance Enlightenment

A. Leone Battista Alberti:

1. first intentional separation of the art from the

craft (1456)

2. Established architecture as a profession distinct

from the science of engineering & construction

3. Planner - Village of Pienza - Urban Planning

Bernardo Rossellino (student of Alberti)

B. Sir Christopher Wren

1. Scientist, mathematician, astronomer

2. Did not become an architect until he was 29

3. London Fire of 1666 - Wren appointed to repair

damage in 1667

4. St. Paul’s Cathedral - Designed by Wren

5. Design accepted in 1675 & Wren Supervised

Construction - completed in 1710

C. From the 15th century into 19th century, Architects

retained responsibility for both design &

construction

IV. Effects of the Industrial Revolution

A. Established architecture as a profession distinct

from the science of engineering & construction

B. Increased Complexity of Designs and Facilities -

Increased demand on design expertise

The study was supported by Construction Industry Institute Study

and Penn State and was published by the Project Delivery

Institute.

C. Demand on Urban growth & movement of people

to Cities - Task Specialization -

D. Communication Improvements utilizing

standardized systems of drawings and

specifications

E. Labor Segregation - Specialization of tasks

F. Innovation & Entrepreneurship

G. Rise of Professionalism in Designing

V. Professional Societies 1. 1852 - ASCE - American Society of Civil Engineers

2. 1857 - AIA - American Institute of Architects

3. 1918 - AGC - Associated General Contractors

4. 1948 - CSI - Construction Specifications Institute

5. 1950 - ABC Associated Builders and Contractors

6. 1966 - ASA - American Subcontractors Association

7. 1971 - AIC -American Institute of Constructors

8. 1982 - CMAA - Construction Management Association

9. 1993 - USGBC -US Green Building Council

10. 1993 - DBIA - Design-Build Institute of America

11. 1997 - LCI -·Lean Construction Institute

12. 2000 - CURT -Construction Users Roundtable

VI. Legal Separation of Design & Construction

A. Miller Act - 1935 Created to protect the payment

of subcontractors & suppliers & required projects

to have a performance bond.

B. Brooks Act - 1972 Requires U.S. Federal

Government to select engineering and architecture

firms based upon their competency, qualifications

and experience rather than by price.

VII. Design-Build Today

A. Definition by DBIA (Design Build Institute of

America) “Design-build is a method of project delivery in

which one entity (the design-builder) forges a single contract

with the project owner to provide both

architectural/engineering (A/E) design services and

construction services. Design-build is also known as

design/construct and single-source responsibility. Design-

build is an alternative to design-bid-build. Under the latter

approach, the owner selects and commissions an architect or

engineer to prepare drawings and specifications under a

design contract and subsequently selects a construction

contractor to build the facility under a construction contract.”

B. Advantages to Design Build - Published Studies*

1. Most Cost Effective Delivery System

• 6%* Lower Costs

• 12%* Faster Construction Time

• 33%* Faster Project Time (Design and

Construction)

2. Reduced conflict (50% fewer claims)*

3. Increased Quality - Design-Build achieved

highest owner satisfaction ranking*

4. Opportunity for Greater Innovation

5. Greater Participation from the Owner

• Early knowledge of costs

• Faster Response on Changes & Issues

VIII. Design-Build Today

A. Historical Market Trends and Projections -

1985 to 2015. (This chart is the property of the DBIA)

B. Total Revenue Growth with Design-Build

Both USA (Domestic) & International (This chart is the property of the DBIA - Design Build

Institute of America and is included with their permission)

IX. Why Design-Build? Early, Open, and Honest streamlined

communications.

Construction Industry Institute (CII) studies

suggest Design-Build has the following

dramatic effect on projects.

Owners were asked how Design-Build improves

the delivery of a project.

78% believe it increases trust **

85% believe it increases planning**

82% believe it increases openness**

96% believe it improves quality **

85 % believe it is less adversarial **

90% believe it improves safety **

82% believe it increases communications **

**Design-Build Institute of America (DBIA), “An Introduction

to Design-Build”, 2001 Edition