Partnering Magazine JulyAugust 2015

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  • page 6The End

    of Project Syndrome

    INSIDE:page 16

    The Productivity Gap In

    Construction

    Issue 4July/August 2015

    The IPI awards issueThe best of the best when it comes to collaboration

  • Delivering dynamic projects through trust, collaboration and partnership.

    www.henselphelps.com

    Wor l d-C l as s Inno v a t o r s . L andmark Bu i l d ings . Insp i r ing Pe r f o rmance .

  • www.partneringinstitute.org July/August 2015 Partnering Magazine 3

    INTERNATIONAL PARTNERING INSTITUTEIPI is a non-profit 501(c) 3 charitable organization that is funded by our members and supporters who wish to change the culture of construction from combative to collaborative.

    Phone: (925) 447-9100

    BOARD OF ADVISORSLarry Anderson, Anderson PartneringPierre Bigras, PG&E Roddy Boggus, Parsons BrinckerhoffPat Crosby, The Crosby GroupPete Davos, DeSilva Gates ConstructionLarry Eisenberg, Ovus Partners 360Steve Francis, C.C. Myers, Inc.Michael Ghilotti, Ghilotti Bros, Inc.Richard Grabinski, Flatiron West, Inc.Randy Iwasaki, Contra Costa Trans. AuthorityJeanne Kuttel, CA Dept. of Water ResourcesMark Leja, Caltrans (Retired)John Martin, San Francisco International AirportPete Matheson, Granite Construction Geoff Neumayr, San Francisco International AirportJim Pappas, Hensel Phelps Construction Co.Zigmund Rubel, AditazzIvar Satero, San Francisco International AirportStuart Seiden, County of FresnoThomas Taylor, Webcor BuildersDavid Thorman, CA Div. of the State Architect, Ret.John Thorsson, NCC Construction Sverige ABLen Vetrone, Skanska USA Building

    EXECUTIVE DIRECTORRob Reaugh, MDR

    ASSISTANT DIRECTORDana Paz

    FOUNDER & CEOSue Dyer, MBA, MIPI, MDRF

    EDITORIAL OFFICE: SUBSCRIPTIONS/INFORMATIONInternational Partnering Institute 291 McLeod StreetLivermore, CA 94559Phone: (925) 447-9100 Email: ed@partneringinstitute.orgwww.partneringinstitute.org

    DESIGN/CREATIVEMichelle Vejby Email: mvejby@msn.com

    COPYRIGHTPartnering Magazine is published by the International Partnering Institute, 291 McLeod Street, Livermore, CA 94550. Six bi-monthly issues are published annually. Contents copyright 2014 International Partnering Institute, all rights reserved. Subscription rates for non-members, $75 for six electronic issues. Hard copy issues are available only to IPI members. Additional member subscriptions are $75 each for six issues. Postmaster please send address changes to IPI, 291 McLeod Street, Livermore, CA 94550.

    IN THIS ISSUE

    4Executive Directors ReportFocus on rewarding behavioral change as a way to achieve your objectives.

    20Best PracticesIPI Meta-Analysis Part III: The significance of the elements of Partnering and how they relate to one another.

    CONTENTS

    FeaturesJuly/August 2015 The IPI Awards Issue

    Facilitators CornerAs your project comes to a

    close, be aware of items that

    have the potential to dismantle

    your Partnering efforts.

    6

    Research RoundupThe construction industry has

    lost productivity points since

    the 1960swhat can we do

    about it?

    16

    Partnering AwardsIPI recognizes the best of the best

    when it comes to collaboration

    in constructioncongratulations

    to our 2015 Partnering Award

    Winners!

    8

    Cover photo: the IPI Partnering Awards Ceremony, held May 14, 2015 at the SFO International Airport Museum. Photography by Brian Wong Photography

    Delivering dynamic projects through trust, collaboration and partnership.

    www.henselphelps.com

    Wor l d-C l as s Inno v a t o r s . L andmark Bu i l d ings . Insp i r ing Pe r f o rmance .

  • 4 Partnering Magazine July/August 2015 www.partneringinstitute.org

    EXECUTIVE DIRECTORS

    REPORT

    StayFocused

    generally on the rise, and the fastest

    growing segment is in programs to

    motivate specific behaviors (up 16%

    since 2008). That being said, we have

    a long way to go. Awards programs

    focused on supporting a culture

    change are used by only 18% of

    respondents to the survey. It is not yet

    a norm for organizations to develop

    an awards program that is tied to a

    specific cultural change initiative like

    Partnering.

    The good news is that if your

    organization would like to develop

    a recognition program focused on

    developing collaborative teams, there

    are a number of IPI-Member Owners

    who can share best practices from their

    own organization-wide Partnering

    Awards Programs. The most mature

    examples of internal recognition

    programs come from Departments

    of Transportation. Caltrans holds an

    annual Excellence in Partnering Awards

    Program, which honors outstanding

    project teams from each of Caltrans

    12 Districts who have successfully

    implemented partnering tools. Since

    2012, the projects have saved more

    than $121 million from the engineers

    estimatesan astounding total for

    hard bid contracts! Caltrans also has

    an innovative District-wide Awards

    program for projects that are ongoing,

    called the Success in Motion Awards.

    Most construction projects take years to

    buildso developing ways to recognize

    outstanding partnering practice is a

    great way to support the ongoing push

    Rob Reaugh, MDR

    IPI Executive Director

    Im often reminded by one of my mentors to continually focus on the end-game. As we are developing new committees, educational materials, and resources, I hear a little

    voice in my ear reminding me...Rob,

    focus on the objectives!

    International Partnering Institute was

    launched with the mission to change the

    culture of construction from combative

    to collaborative. After 30 years of

    experience with partnering, we have

    learned that behavior change is easier

    when we use carrots rather than sticks.

    In other words, recognition programs

    that reward behavior change are the best

    way to serve our objective of making

    Collaborative Partnering the norm in

    the industry. This issue of Partnering

    Magazine focuses on our IPI Award

    Winners and the organizations who have

    championed Collaborative Partnering

    over the past year.

    According to a 2013 study called

    Trends in Employee Recognition by

    World at Work, awards programs are

    for collaborative culture change within

    your organization.

    Other DOTs with Partnering

    recognition programs include the

    Arizona Transportation Partnering

    Excellence Awards, which have

    been held by the Arizona DOT in

    conjunction with contractors and other

    organizations since 2005; the three year

    old Ohio DOT Don Conoway Awards; the

    Maryland State Highway Administration

    Partnering Award which was launched

    in 2000; and the Nevada DOT Excellence

    in Partnering Award, which was

    launched in 2009. Each of these

    Partnering Awards Programs require

    an application and are reviewed by

    a panel of judges. The winners are

    revealed in a formal setting and the

    project team members are recognized

    by executive leadership from the

    organization, which is crucial.

    Long story shortif you are a part

    of the partnering movement and want

    to take your partnering program to

    the next level, consider implementing

    an internal partnering recognition

    program. It will help you publicly

    demonstrate good collaborative

    behavior; the PMs of projects that are

    highly successful will have a platform

    to rise within your organization; and

    you will be SERVING THE OBJECTIVES

    of your partnering program. Plusthe

    winners of your internal program

    will be outstanding candidates for

    the International IPI John L. Martin

    Partnered Projects of the Year. Get

    involved and help the movement!

  • B U I L D I N G C A L I F O R N I A F O R S E V E N T Y- F I V E Y E A R S

    PAVING

    GRADING

    ROAD/HIGHWAY

    DEMOLITION/EXCAVATING

    11555 Dublin Boulevard, P.O. Box 2909, Dublin, California 94568-2909 925-829-9220

    www . d e s i lva g at e s . c o m

    Contractors License No. 704195A

    INTERNATIONAL PARTNERING INSTITUTEJOHN L. MARTIN 2015 PARTNERED PROJECT OF THE YEAR - DIAMOND LEVEL

    SFO RUNWAYS 1-19s RSA IMPROVEMENTS

    WINNER OF THE 2014 CALTRANS EXCELLENCE IN PARTNERING AWARDBEST IN CLASS FOR PROJECTS GREATER THAN $50 MILLION

    Highway 65 Lincoln Bypass Project

  • 6 Partnering Magazine July/August 2015 www.partneringinstitute.org

    Construction activities at the end of even the most successfully partnered projects have the potential to dismantle the desired cooperative alliance and project outcomes. Important project goals involving quality, safety, schedule, fiscal responsibility, environmental

    impact, public relations, communication, conflict resolution

    and teamwork can be negatively impacted. Not all symptoms of

    this syndrome are overtly obvious. Some are more subtle and

    require additional vigilance on behalf of project leadership.

    While the added stresses unique to the end of the project

    present challenges, they are also an opportunity for leadership

    to intervene and lessen their impact. Some of the things to look

    for at the site as the project is winding down include:

    Waning Enthusiasm: As the project winds down, the work activities often evolve into the projects dog days,

    involving