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Being the Best We Can be Through Working Together
- 1. 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. 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
- 4. 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. 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. 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. 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. 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. 9 Partnering ‐ intended to raise the bar of performance! Will you rise to the challenge?
- 12. 12 Introduction to Partnering Disunity of Purpose SO WHAT ARE OUR COMMON GOALS? WHAT IS THERE TO UNITE US?
- 13. 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. 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. 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. 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. 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. 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
- 20. 20
- 21. 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.
- 23. 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. 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
- 30. 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%)
- 32. 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. 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
- 38. 38 Crash Curve
- 39. 39
- 40. 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. 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”
- 47. 47 Processes Item How to Handle RFI ‐ Changes ‐ Submittals ‐ Time extension requests ‐ Coordination ‐ Back charges ‐ Documentation ‐ Dispute Resolution ‐
- 48. 48 Wind ‐ Up Action Items Item Response Schedule Next Meeting
- 49. 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.