Session EIGHT - Weeblycons6817.weebly.com/uploads/4/2/6/3/42631959/s08.pdf · 2019. 12. 7. · Collaborative / Relational procurement •Partnering (Short term) Self-directed (6 hours)

Procurement (CONS6817) Lara Tookey & John Boon

Session EIGHT

Face 2 Face (4 hours)

• Introduction to Collaborative / Relational procurement

• Partnering (Short term)

Self-directed (6 hours)

• Reading for Partnering:• Partnering 101

• eBooks• Building procurement pg.

15-18 & 205-223

• Relational Contracting for Construction Excellence –Chapter 11 (Case Studies)

• Collaborative Relationships in Construction – Developing Trust – pg.12-154

Partnering 101

Session EIGHT

Reading #1

2

“PARTNERING 101” IS A GUIDE

FOR THOSE NEW TO PARTNERING OR THOSE WHO

MAY NEED A BASIC REFERENCE MANUAL REGARDING

PARTNERING WITH ADOT.

IF MORE IN-DEPTH INFORMATION IS NEEDED, PLEASE

CONTACT OFFICE OF PARTNERING BY EMAIL AT:

[email protected]

PARTNERING 101

12-559

3

TABLE OF CONTENTS

Chapter Contents Pages1 General Partnering Overview 5 - 11 •WhatisPartnering? •PartneringPrinciples •PartneringRoles

2 Types of Partnerships 12 - 13 •Public •Internal •Construction

3 Building a Partnership 14 - 16 •Education •PlanningforthePartnership •IssueResolution •OngoingSupport •RecordBestPractices/LessonsLearned •ImplementChanges

4 Construction Partnering Workshop 17 - 35 •RolesandResponsibilities •GuidelinesforChoosingaPartneringFacilitator

•PartneringWorkshopModels •DesigningtheConstructionWorkshop •WorkshopHandouts •WorkshopCoordinationChecklist •ConstructionWorkshopAttendeesChecklist •MeetingandConferencePlanners •EstimatingtheCostofaPartneringWorkshop

5 Issue Resolution 36 - 42 •ResolvingConstructionProjectIssues •IssueResolutionSteps

4

TABLE OF CONTENTS (CONT)

Chapter Contents Pages6 Partnering Evaluation Program (PEP) 43 - 48 •Overviewandbackground •Reports •Benefits •Evaluation

7 Role of the Facilitator 49 - 51

•Planningfortheworkshop •Facilitatingtheworkshop •Workshopfollow-up 8 Education 52 – 54 •EducationOverview •IntroductiontoPartneringPartsIandII •HowtoMakePartneringWorkintheField •ALeader’sGuidetoIssueResolution •ConductingaPartneringWorkshop •Outreach

9 Partnering Outreach 55 – 57 •OfficeofPartnering •SupportServices •Education •Administration •Outreach •PartneringWorkshopsandMeetings

10 Partnering Process Continuous Improvement 58 – 59

11 Forms 60 – 68

Glossary 69 – 71

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CHAPTER 1

GENERAL PARTNERING OVERVIEW

n WHATISPARTNERING?

n PARTNERING PRINCIPLES

n PARTNERING ROLES

nStakeholderorPartnershipMember

nChampion

nSeniorLeadersorManagement

nPartneringOutreach

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GENERALPARTNERING OVERVIEW

WHATISPARTNERING?.Throughtheyears,thevalueofpartneringhas

beenshowninthedramaticreductionofclaimsandlitigation.Relationshipsarefocusedoncommongoalsandarenolongeradversarial.Partneringhasresultedinprojectsbeingdeliveredontimeandunderbudgetandensuringpublicandcommunityacceptance.Innovativeconstructionanddeliverymethodsareanotherresultofusingpartnering.

.

Partnering is defined as a formal process of collaborative teamwork that allows groups to achieve measurable results through agreements and productive working relationships.Thepartneringprocessprovidesstructureforteamstoestablishamissionbasedoncommongoalsandsharedobjectives.Partneringproducestangibledeliverableswhichhelpteamsovercomethechallengesexperiencedbygroupscomposedofrepresentativesfromavarietyoforganizationswhoshareacommonobjective,yetoftenhavedifferentmissions.Theseitemsareoftendevelopedatapartneringworkshopandinclude:

n Charter(mission,goals,andguidelines)

n Issueresolutionagreements

n Evaluationandmeasurementprocesses

n Contactinformation

n Actionplan

n Follow-upstrategies

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PARTNERING PRINCIPLESTherearemanyreasonswhypartneringisvaluable,butitcanbesummedupbestbystatingpartneringhelpsformthebasisforanexcellentworkingrelationship.Successfulpartnershipsarebuiltonacommitmentbyallteammemberstostandbyandholdtruetoasetofcommonprinciples.Theseprinciplesdefinethevaluesofpartneringatitscoreandinclude:

n TRUSTn Knowingthatpartnerswilllookoutforeachother’sbestinterests

n Knowingyouwillbetreatedfairly

n COMMITMENTn Establishingandkeepingagreements

n Doingwhatyousayyouwilldo

n Maintainingpersonalintegrity

n COMMUNICATIONn Sharinginformationinanopenandhonestway

n Listeningtootherswithanopenmind

n Notmakingassumptionsaboutwhatpeopleknowordon’tknow

n COOPERATION, TEAMWORK AND RELATIONSHIPSn Workingtogethertowardcommongoals

n Lookingatissuesfromtheotherperson’spoint-of-view

n Jointproblemsolving

n Gettingalongwellwithothers


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PARTNERING PRINCIPLES (CONT)

n ISSUE RESOLUTIONnHavingagreementsandaprocessinplacesoissuesarepreventedwhenpossibleorareidentifiedandresolvedbeforetheyharmthepartnershiportheproject

nResolvingissuesbyfollowingestablishedrulesandanescalationprocessdeterminedbythepartnershipmembers

n MEASUREMENT/FEEDBACKnEvaluatingtheprogressofthepartnershiptowardgoalsandlearningwhatworksandwhatdoesn’twork

nCelebratingteamworkandidentifyingissuesinatimelymannerthroughthereportsinthePartneringEvaluationProgram(PEP)

n CONTINUOUS IMPROVEMENTnUsingthereportsfromPEPtodetermineopportunitiesforimprovementandmaketherequiredchanges

nUsinglessonslearnedtoimprovetheteam


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PARTNERING ROLESEverypartnershipmemberhasanimportantrole.Someofthespecificrolesare:

STAKEHOLDER OR PARTNERSHIP MEMBERAstakeholderisdefinedasanypersonorentityinterestedintheoutcomeofthepartnership.Therearemanystakeholdersassociatedwitheachpartnership;however,allstakeholdersarenotpartnershipmembers.Apartnershipmemberisastakeholderwhoisactivelyinvolvedinthepartnership.Theirdutiesinclude:

n Activeparticipation

n Coordinationwithothermembersandstakeholders

n Followingthecharterandprinciplesofthepartnership

n Resolvingissuesaccordingtoissueresolutionagreements

n Completingevaluations

n Seekingtoimprovetherelationship

CHAMPION Partneringchampionsarerepresentativesfromeachpartnergroupwhoparticipateinthepartnershipfulltimeandareidentifiedatthepartneringworkshop.Theirdutiesinclude:

n Encouragingallteammemberstopracticethepartneringprinciples

n Approachingpeoplewhowillbeactiveinthepartnership(butwhodidnotattend thepartneringworkshop)todiscusstheconceptsofpartnering,theteamcharter, issueresolutionlevels,andthecommitmentofthekeypartnershipteamleaders

n EnsuringthePEPformsaredistributed,completed,andentered

n EnsuringthatPEPreportsaresharedwiththeprojectteam

n ContinuouslymonitoringhowthepartnershipisdoingandusingPEPdatatomake coursecorrections

n Communicatingandcelebratingpartneringsuccesses

n Ensuringareplacementismadeifthechampionleavesthepartnership


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PARTNERING ROLES (CONT)

SENIOR LEADERS OR MANAGEMENTTheseniorleadersormanagementfromeachstakeholdergroupshouldmakeacommitmenttothepartnershipandcommunicatethatcommitmenttoallteammembers.Theirdutiesinclude:

n Managingthestructuresandprocessesthatguidethepartnerships

n Mentoringnewteammembersinthepartneringprocess

n Modelingthepartneringprinciples,andenforcingthepartneringagreement

n UsingPartneringEvaluationProgramreportstoprovideopportunitiesfor teamrecognition,teamsupport,andcoaching

n Ensuringareplacementismadeifthechampionleavesthepartnership


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TYPES OF PARTNERSHIPS

WHYBUILDA PARTNERSHIP?n Tocreatemulti-statepartnershipsandagreements

n Toachievecooperationamongmultiplejurisdictions

n Tocoordinateeffortsofavarietyofagencies

n Tocreatenewfundingarrangements

n Toimproverelationswiththepublic

INTERNAL PARTNERSHIPSBetweenmembersandworkunitsofthesameorganization,suchas:

n Short-termpartnershipsthathaveadefinedendingdate

n Long-termpartnershipsthatarestrategicandbuildafoundationforongoingrelationships

WHYBUILDAN PARTNERSHIP?n Toshareinformationandresources

n Tostreamlineprocedures

n Toeliminateduplicatesystems

n Toeffectivelyexpandprograms

n Tomaintainongoingcollaborativerelationships

S

WHYBUILDA PARTNERSHIP?n Toachievetimelyissueresolutionresultingindecreasedprojectdelays

n Toreducelabordisputes,claims,andlitigation

n Tocompleteprojectsaheadofscheduleandunderbudget

n Toimproverelationshipswithcustomersandsuppliers

n Toidentifyefficienciesandcostsavingsinthedeliveryofaproject

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CHAPTER 3

BUILDING A PARTNERSHIP

n EDUCATION

n PLANNING FOR THE PARTNERSHIP

n ISSUE RESOLUTION

n ONGOING SUPPORT

nRECORDBESTPRACTICES/LESSONSLEARNED

n IMPLEMENT CHANGES

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BUILDING A PARTNERSHIP

Asuccessfulpartnershipisbuiltonasolidfoundationbyeducatingallmembersinregardtopartnering,planningforthepartnership,providingon-goingsupport,recordingbestpracticesorlessonslearned,andimplementingchanges.Thisfoundation,asoutlinedbelow,isimportantforallpartnerships.

EDUCATIONn Allpartnershipmembers:n

nCompletethe“IntroductiontoPartnering”classeitheronlineorintheclassroom

nUnderstandthebasicpartneringprinciples

PLANNING FOR THE PARTNERSHIPn Majorstakeholders(andfacilitatorasneeded)reviewinformationrelevantto thepartnershipnAssesstheneedandpurposeforapartnership

nInvolvethosewhoareinterestedandinvestedintheoutcome

nIdentifygoalsandissues(relationships,technical,environmental,etc.)

nCompileinformationandmaterialstopresentatworkshop

nInformallpartiesofavailablepartneringeducationandtraining

n Forapublicorinternalpartnership:nDetermineifthereisagreementfromseniorleadersandrepresentativesofthepartnershipgroupsaboutimplementingapartnershipfortheirorganization,division,departmentorworkunit

nDevelopaformalimplementationplan,whichincludes:

n Funding n Programmanagement n Measurement n Education n Facilitatorservices n Feedbackandinvolvementfromallpartners n Recognitionofsuccesses n Ongoingprocessimprovement

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BUILDING A PARTNERSHIP (CONT)

ISSUE RESOLUTIONn Forapublicorinternalpartnership:nIssueswillariseinanypartnershipandleadershipofeachstakeholder’sorganization mustcommittotheproperuseoftheissueresolutionprocess

nTheissueresolutionprocessconsistsofidentifyingandresolvingissues,actionplanning, andfollow-upagreements

nTeammembersshouldusetheIssueResolutionStepsonpage42astheyareworkingtoresolveissues

nTheIssueEscalationLadderonpage38shouldbeadaptedtomeettheneedsofapublicorinternalpartnership

ONGOING PARTNERSHIP SUPPORTn Allstakeholdersandpartnershipmembers:nProvideupdatestonewpartners

nDiscussissuesatkeyphases

nEnsuretimelyresolutionofissues

nCongratulateeachotherandcelebratemilestones

nEstablishmeetingschedules

nConsistentlycollectandrespondtoevaluationsandfeedbackbyusingPEP

nProducemeasurementreportsandidentifytrends

RECORDBESTPRACTICES/LESSONSLEARNEDn Teammembers(includingtechnicalsupportstaff)documentandevaluatelessonslearned

n Feedbackfromteammembersisgiventotheappropriateseniorleaders

IMPLEMENT CHANGESn Changesareimplementedbasedonthelessonslearned

n Theaffectedgroupisresponsibleforcommunicatingchangestoallstakeholders

n Thegroupensurestimelyfollow-throughofresultsandrecommendationsforchanges

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WorkshopContentThefollowingkeypartneringworkshopcomponentsneedtobeincludedwhenplanningaworkshopandshouldbecustomizedtoreachthedesiredoutcomeforeachpartnership.

INTRODUCTION: Outcome:Introducetheparticipantstoeachother.Whentherearealargenumberofparticipants,considerintegratingintroductionsintootheragendaitems.

WORKSHOP KICKOFF: Outcome:Establishthevalueoftheworkshopandreasonsforpartneringontheproject.nProjectleadersestablishthattheworkshopisforthebenefitoftheprojectteam

nProjectleadersprovidetheprojectoverview PRINCIPLES OF PARTNERING: Outcome:ReviewPrinciplesofPartnering.nFacilitatorpresentsanoverviewofpartneringandthepartneringprinciples

nFacilitatorexplainsthepurposeofpartnering

nFacilitatorandleadershipexplainthebenefitsofpartneringandallowparticipantstosharerelevantexperiences

CHARTER: Outcome:WriteaProjectTeamCharter.nDevelopamissionstatement,includingteamguidelines

nIdentifyprojectorteamgoals PARTNERING CHAMPIONS: Outcome:Identifythepartneringchampionsandclarifytheirroleasdescribedonpage9.

PEP PROCESS: Outcome:UnderstandthePartneringEvaluationProgram(PEP)bywhichtheteamandprojectcanbemeasured.Refertopages43-48forfurtherinformation.nDevelopagreementsforregularevaluations

nReachagreementthattheprojectleaderswilltakeactionwhenPEPreportsindicateproblemsandwillproviderecognitionwhenindicated

ISSUE RESOLUTION PROCESS: Outcome:Understandtheissueresolutionprocess.Refertopages36-42forfurtherinformation.nDeveloptheIssueEscalationLadder

CONSTRUCTION PARTNERING WORKSHOP

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WORKSHOP CONTENT (CONT)

ISSUE IDENTIFICATION AND ACTION PLAN: Outcome:Issuesareidentifiedanddiscussed.Anactionplanisdevelopedthatincludesinformationabouttheissue,theresolutionortheactiontoaddresstheissue,responsiblepersons,timetable,andstatus.nUsethesamplebeloworsomethingsimilartoidentifyagreed-uponactivitiesbefore,during,andaftermeetings

CLOSING: Outcome:Bringclosureandclaritytoprojectteam’sagreementsandnextsteps.nReviewagreementsgeneratedduringtheworkshopssuchasthePEP,issueresolution,actionitems,etc.

nClarifynextstepssuchasthefirstprojectmeeting,reportdistribution,etc.

nAskforclosingcomments,firstfromteammembers,thenfromtheprojectleaders

nCompleteandreturntheParticipantFeedbackofWorkshopEffectivenessevaluationform

CONSTRUCTION PARTNERING WORKSHOP

Topic / Issue Action (What, Who, How, When) Resolution / Comment Status

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CHAPTER 5

CONSTRUCTION PARTNERING ISSUE RESOLUTION

n RESOLVING CONSTRUCTION PROJECT ISSUES

nPriortothePartneringWorkshop

nDuringthePartneringWorkshop

nEscalationLadder

nDuringtheproject

nCloseoutWorkshop

n ISSUE RESOLUTION STEPS

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RESOLVING CONSTRUCTION PROJECT ISSUESProblemsolvingandissueresolutionaretwoofthemostcriticalelementsinthepartneringprocess.Commitmenttotheproperuseoftheissueresolutionprocessisvitaltothesuccessofthepartnership.Mentoringandmonitoringtheprocessateverylevelrequirethiscommitmentbeheldfromtheverytopofeachstakeholder’sorganization.Whenadministeredcorrectly,theissueresolutionprocesscanminimizestress,createempowerment,buildandstrengthenrelationships,andmaximizeprogramdelivery.

Theissueresolutionprocessconsistsofidentifyingandresolvingissues,actionplanning,andfollow-upagreements.IssueswillariseduringaprojectandtheteammembersshouldusetheIssueResolutionStepsonpage42toresolvethoseissues.TheIssueEscalationLadderisatoolthatwillonlybeusedwhenissuescannotberesolvedatthefieldlevel.

Therearefourphasesofthepartneringprocesswheredifferenttypesofissueresolutiontechniquescanandshouldoccur.Thesephasesinclude:

1.Priortothepartneringworkshoporprojectstart

2.Duringthepartneringworkshop

3.Duringtheproject

4.Uponcloseoutoftheproject

PRIOR TO THE PARTNERING WORKSHOPInorderfor andthecontractortogainabetterunderstandingofissues,challenges,andconcernssurroundingtheprojecttheseshouldbeidentifiedpriortotheworkshop.Thiswillallowthoseconcernstobeaddressedduringtheworkshop.Identificationoftheseissueswillhelptodeterminethelengthofthepartneringworkshop.

DURING THE PARTNERING WORKSHOPIssuesthatwereidentifiedpriortotheworkshopaswellasissuesidentifiedduringtheworkshoparediscussed.Aresolutiontotheissueisdeterminedoranactionplaniscreatedtoresolvetheissue.

Duringtheworkshop,theIssueEscalationLadderwillbeestablished.Theteamwilldiscusshowandwhentheladderwillbeused.Discussionwillincludewhatconstitutesadisagreementandatwhatpointtheteammemberswill“agreetodisagree”.Timeframesareestablishedateachlevelforresolutionofanissue.Theintentofestablishingtimeframesistoensuretimelyissueresolution.Considerationmustbegiventotheamountoftimespentbeforeescalatingtheissuetogivethenextleveltimetoresolveit.Ifthereisanimmediateprojectimpact,startkeepingrecordsandtakeappropriatemitigationsteps.


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RESOLVING CONSTRUCTION PROJECT ISSUES (CONT)

.

*Timestartswhenbothpartieshavealltheinformationnecessarytomakeadecision.

DURING THE PROJECTThefocusofeffectiveproblemsolvingshouldalwaysbetolearnasmuchabouttheissueaspossible,whichincludesgettinginformationfrom designer,contractor,andotherkeystakeholders.Issueresolutionshouldbeusedasanopportunitytoeducateoneanother.Oncemutualunderstandingisobtained,itisimportanttolookforwaystomeetallparties’needsthroughacommonsolution.Anotherpriorityshouldalwaysbeonthetimelyresolutionofanyissue.Thelongeranissueremainsunresolved,themorenegativetheimpactitwillhaveontheproject.

.Allteammembersneedtofollowthe

issueresolutionprocessasdeveloped.Ifanissueisnotbeingresolvedtoyoursatisfaction,thenaformalescalationshouldberequested.“Iwouldliketoformallyescalatethisissue”needstobestatedtothepartneronyourlevel.Thisisnotupfordebate,ifanescalationisrequested,itmustbeescalatedtothenextlevel.

Itisthenextlevel’sresponsibilitytoensurethattheappropriateefforthasbeenmadetoresolvetheissueatthepriorlevel.Ifitisdeterminedthatanissuewasescalatedtoosoon,itisthenextlevel’sresponsibilitytode-escalatetheissueandcoachthepreviouslevelthroughtheresolutionprocess,nottoresolveitforthem.However,therearetimesthatitisbettertoescalateanissuebecauseofpotentialpersonalityorrelationshipissues.Eachlevelneedstounderstandthisandhaveadiscussiontodeterminewhytheescalationhasbeenrequested.


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RESOLVING CONSTRUCTION PROJECT ISSUES (CONT)Eitherpartymayinitiate“escalation,”butacknowledgmentandsignaturesarerequiredbybothparties.Once“escalation”isinitiated,theissueshouldbetransmittedjointlybythoseinvolvedfromoneleveltothenextlevel,toeventualresolution.Copiesofthesignedescalationshouldbekeptbyallparties.Whenissuesariseatanyspecificlevel,thatlevelisresponsibleforidentifyingiftheyhavetheauthoritytoresolvetheissue.Iftheydonothavetheauthoritytomakethedecision,theissueshouldbeescalatedimmediatelyandjointlybybothparties.Onceanissueisescalated,thenextlevelmustmeetassoonaspossible.Thisiscriticaltotheresolutionprocess.Itistheresponsibilityofthepersonschedulingthemeetingtocontactallofthoseinvolved,includinginspectorsandprojectsupervisors.Resolutionsmustbesubstantiatedwithfacts.Eachstakeholdershouldcomepreparedfortheescalationmeetingwithplans,specifications,testingresults,costs,etc.

Itisrecommendedthatrepresentativesfromeachlevelbeaskedtoattendthenextlevel’sescalationmeeting.Theirroleistoobservetheprocess,understandapproachesandheartheresolution,whichisespeciallycriticalifthereisareversalinadecision.Thisprovidesanopportunityforalllevelstolearnthattherearedifferentwaystoapproachprojectissues.Considerusinganeutralfacilitatorormediatortofacilitatetheresolutionforcomplexorhighlycontentiousissues.

Thismeeting

shouldincludeopendiscussionregardingthemeritandfactsoftheissue,thenatureofthedisagreementandthecommitmentsmadebyeachstakeholder.Lessonslearnedandeducationalopportunitiestoimprovetheeffectivenessofindividualteammembersshouldalsobediscussed.Thecontractorshouldscheduleasimilarmeetingorcouldbeincludedinthismeeting.


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RESOLVING CONSTRUCTION PROJECT ISSUES (CONT)Itisrecommendedthattheteamestablishaprocesstoreviewtheweeklymeetingminutesanddetermineifthereareanyissuesthatremainonthe“outstandingissues”listforlongerthanexpected.Ifmanagementdeterminesthatissueshavebeenleftunresolvedfortoolong,theyaretotakeanactiveroleindeterminingwhatshouldbethenextstepwiththeirstafftogettheissuesresolved.Thiswillhelpensurethatissueskeepmovingthroughtheprocessinapositivemannerwithnonegativeimpactstotheproject.


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RESOLVING CONSTRUCTION PROJECT ISSUES (CONT)

CLOSEOUT WORKSHOPTheCloseoutWorkshop,whetheritisformallyfacilitatedornot,istheteam’sopportunitytoreviewlessonslearnedandidentifyopportunitiesforfutureprojectswithinthedistrictorstatewide.Thisisanopportunitytocelebratetheteam’ssuccess.TheworkshopshouldincludeasmanystakeholdersaspossibleandincludeadiscussionoftheissueresolutionprocessandtheIssueEscalationLadder.Discussanddocumentwhatworked,whatdidn’twork,andwhatcanbedonedifferentlythenexttimetoimprovetheprocess.


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ISSUE RESOLUTION STEPS1.Identifyandclarifytheissuen Beopenandhonest

n Documenttheissue

2.Gatherthefactsn Dealinfactsandfocusontheissue

n Separatetechnicalissuesfrompolicyandbusinessissues

n Maintaintheoriginaldefinitionthroughouttheescalationprocess

n Seekadvicefrommoreexperiencedpersonneltoproblemsolve

3.Determinewhoneedstobeinvolved

4.Assureuninterruptedtimewhenmeeting(scheduleameeting)

5.CommunicatetheissuetoandaskinputfromthoseinvolvednClearlyunderstandthevariouslevelsofauthorityofotherteammembers

6.Brainstormresolutionsandprioritizen Donotletpersonalitiesinterfere-avoidblame

n Lookattheissuefromtheotherperson’spointofviewtobetterunderstandhis/herperspective

7.Decideonresolutionattheoperationsleveln Makedecisionsthatarewithinyourexpertiseandcomfortlevel

n Saying“Idon’tknow”isacceptable,ifyouarenotcomfortableinmakingadecision escalatetheissue

nDonotskiplevelsontheIssueEscalationLadder

8.Recordagreementsandactionitemsn Useproperforms

9.UseIssueResolutionlevelsasneededn Honorthetimepledgescommittedtoduringthepartneringworkshop

n Keyplayersmayagreetomodifytimepledgesifneededtoavoidimpactstotheproject

n Ifyoucan’tagree,thenagreetodisagreeandescalatetogether

10.Bringfinaldecisionbacktoallthoseinvolvedn Communicateinwriting,therationale(technical,policyorbusiness)behindtheresolution

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SAMPLE AGENDA - FOUR-HOUR PARTNERING WORKSHOP

NOTE:Theseagendaitemsareappropriateforpartneringworkshopsofanylength.Theagendashouldbecustomizedbychangingthetimeallowedforeachitembasedontheprojectand theteammembers.

FORMS

AGENDAADOTDistrict/OrgandContractorNamesProjectNameandTracs#DateandTimeofMeetingLocationofMeeting

8:00 a.m. - 8:15 a.m.

8:15 a.m. - 8:30 a.m.

8:30 a.m. - 8:45 a.m.

8:45 a.m. - 9:15 a.m.

9:15 a.m. - 9:30 a.m.

9:30 a.m. - 9:45 a.m.

9:45 a.m. - 10:00 a.m.

10:00 a.m. - 10:15 a.m.

10:15 a.m. - 11:45 a.m.

11:45 a.m. - 12:00 p.m.

HOUSEKEEPING(15minutes)•Restroomlocation•Cellphonereminder•AgendaReview

INTRODUCTIONS(15minutes)•Name,Company,Roleonproject

WORKSHOP KICKOFF(15minutes)•Welcomebyprojectleaders•Projectoverview

PRINCIPLES OF PARTNERING(30minutes)

CHARTER(15minutes)

BREAK(15minutes)

ISSUE RESOLUTION(15minutes)

PARTNERING CHAMPIONS AND PEP(15minutes)

ISSUES AND ACTION PLAN(90minutes)

CLOSINGCOMMENTS/MEETINGEVALUATION(15minutes)

SAMPLE AGENDA - FOUR-HOUR PARTNERING WORKSHOP

NOTE:Theseagendaitemsareappropriateforpartneringworkshopsofanylength.Theagendashouldbecustomizedbychangingthetimeallowedforeachitembasedontheprojectand theteammembers.

FORMS

AGENDAADOTDistrict/OrgandContractorNamesProjectNameandTracs#DateandTimeofMeetingLocationofMeeting

8:00 a.m. - 8:15 a.m.

8:15 a.m. - 8:30 a.m.

8:30 a.m. - 8:45 a.m.

8:45 a.m. - 9:15 a.m.

9:15 a.m. - 9:30 a.m.

9:30 a.m. - 9:45 a.m.

9:45 a.m. - 10:00 a.m.

10:00 a.m. - 10:15 a.m.

10:15 a.m. - 11:45 a.m.

11:45 a.m. - 12:00 p.m.

HOUSEKEEPING(15minutes)•Restroomlocation•Cellphonereminder•AgendaReview

INTRODUCTIONS(15minutes)•Name,Company,Roleonproject

WORKSHOP KICKOFF(15minutes)•Welcomebyprojectleaders•Projectoverview

PRINCIPLES OF PARTNERING(30minutes)

CHARTER(15minutes)

BREAK(15minutes)

ISSUE RESOLUTION(15minutes)

PARTNERING CHAMPIONS AND PEP(15minutes)

ISSUES AND ACTION PLAN(90minutes)

CLOSINGCOMMENTS/MEETINGEVALUATION(15minutes)

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PEPEVALUATIONTEMPLATE/EXAMPLE

FORMS

ProjectName:

Effective Comment - “I’mnotreceivingnotificationaboutchangestotheconcretepouringschedule”Ineffective Comment - “PoorcommunicationbetweencontractorandADOT”

YourName:

PeriodBeingEvaluated:

EvaluatorType:

OPTIONAL:Youmaycompleteyourevaluationonlineathttps://www.azdot.gov/websignonPleasevisittheOfficeofPartneringwebsiteforadditionalinformationaboutPartneringandPEPonline Evaluations.http://www.azdot.gov/PartneringContactOfficeofPartneringwithquestionsorcommentsbyemailing:[email protected]

o ADOT oContractoroSub-ContractoroSuppliero Other

TRACSNumber:

YourCompany:

Standard Evaluation Goals Evaluation Criteria and Scores

1. QualityThe processtoconstructanddocumentqualityhas:

SUB-GOALS:Deliverafinal productthatispleasingtothe public.Applicationsoflessons learned.Usinggoodquality controlandassurancemeasures.

3. Issue ResolutionTeammembersidentifyissues andfindthattheprocessof timelyresolutionorescalationsis:

SUB-GOALS:Beproactive inissueresolution.Clarify andresolveissuestimely. Appropriatefeedbackatall levels.Resolveissuesatthe levelclosesttotheissuecontrolandassurancemeasures.

2. CommunicationThe processoftimely,accurateinformationflowis: SUB-GOALS:Developand maintainproperchannelsof communication.Openness, respect,tact,goodlistening.Appropriatefeedbackamong allpartners.

SignificantProblems

BelowLevelstoSupportProjects

NotFunctioning

0.5 1.0 1.5

0.5 1.0 1.5

0.5 1.0 1.5

2.0 2.5

2.0 2.5

2.0 2.5

3.0 3.5

3.0 3.5

3.0 3.5

4.0

4.0

4.0

Comments:

Comments:

Comments:

Don’tKnow

Don’tKnow

Don’tKnow

ExceededExpectations

ExceedingExpectations

ExceedingExpectations

PerformedBelowExpectations

AtMarginallyAcceptableLevels

Functioning, butUntimely

MetExpectations

AtExpectedLevels

EstablishedandFunctioning

oTakeActionoNeutraloProvideRecognition



PARTNERING EVALUATION PROGRAM (PEP) CONSTRUCTION

65

PEPEVALUATIONTEMPLATE/EXAMPLE

4. Teamwork and RelationshipsInterrelationshipsofteammembersareunderstoodandanopenandcoordinatedeffortbyallmembershas:

SUB-GOALS:Functioneffectivelyasaprojectteam.Becooperativeandcordialandopentonewideasandinnovativesolutions.Helpeachother.

5. ScheduleThe processtomonitorandassurethatschedulecommitmentsaredeliveredis:

SUB-GOALS:Finishtheprojectonoraheadofschedule.Performtasksinasafeandtimelymanner.Considerallpotentialdelaysandimpactstotheschedule.Conductregularschedulereviews.

6. Public RelationsThe processofgivingaccurateandtimelyinformationtothepublicis:

SUB-GOALS:Timelynewsreleases.Accuratemessageboards.

7. Traffic Control The processtocontrolis:

SUB-GOALS:Sufficienttrafficcontrol.Completedetours.Sequenceramps.Makesuretrafficcontrolstaysintact.Trafficcontroliseveryone’sresponsibility–ifyouseeanissuemakesureitisfixedtimely.

AdditionalComments:

Added by each team as desired – these are only examples

Not Yet Been achieved

Unresponsive

Unresponsive

Unresponsive

0.5 1.0 1.5

0.5 1.0 1.5

0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0

0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0

2.0 2.5

2.0 2.5

3.0 3.5

3.0 3.5

4.0

4.0

Comments:

Comments:

Comments:

Comments:

Don’tKnow

Don’tKnow

Don’tKnow

Don’tKnow





OccurredinMost Cases

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FORMS

66

FORMS

ACTION PLAN TEMPLATETopic/Issue Action(What,Who,How,When) Resolution/Comment Status

eBooks • Building procurement pg.15-18 & 205-223 • Relational Contracting for Construction Excellence – Chapter 11 (Case Studies)

• Collaborative Relationships in Construction – Developing Trust – pg.12-154

Session EIGHT

Reading #2-4


PROCUREMENT – SESSION #8

Introduction to collaborative procurement

Partnering


Procurement Context: A Construction

team

‘….so called building team. As teams go it is ratherpeculiar, not at all like a cricket eleven, more like ascratch bunch consisting of one batsman, one goalkeeper, a pole vaulter and a polo player.

Normally brought together for a single enterprise,each member has different objectives, training andtechniques and different rules. The relationship isunstable, even unreliable, with every littlefunctional cohesion and no loyalty to a commonend beyond that of coming through unscathed.’

(Denys Hinton 1976)


Procurement Context: Interdependence Between

role Players

‘It would be nice to assume that such participantsshared common objectives and observedcommon rules for achieving them: unfortunatelythis is seldom the case.

The building process is therefore plagued withunwarranted assumptions, flouted regulations,parallel circuits, informal arrangements and adhoc adjustments necessary to reconcile thereality with its abstract representation

(Turin 1975)


Normal behaviour is…..

• Tendency is for parties to the project to stand apart from one another;

• Demand the other party perform as required by the contract; and

• Pursue claims against them when they fail to perform.


Normal behaviour is…..

• Not seek to assist the other party to perform;

• Not attempt to help the other party overcome a problem when they hit one;

• Never consider exceeding the requirements of the contract; and

• Never consider mutually beneficial ways of improving on the deliverables


End result tends to be….

• Projects delivered to marginally acceptablequality standards;

• Contractors and consultants only achieve marginally acceptable levels of profitability;

• Cost and time overruns; and

• Contract completion involves a process of resolving significant numbers of claims either by negotiation or litigation.


Standard Contracting…..

• Requires a relationship between parties so as to achieve the objectives of the contract;

• Are formal expressions of the relationship between the parties

• ….. Law of contract, drafting, negotiation and interpretation of contracts inherently lead to adversarial relationships……


Disputes are contributed to by:

• Inappropriate allocation of risk resulting in unfair contracts;

• Poor project definition producing defective documentation;

• Imprecise definition of the respective roles of the parties confusing responsibilities of the parties and leading to deficient management.


Changing the Paradigm

Owner

FacilitiesManager

ConstructionManager

LightingDesigner

StructuralEngineer

Architect

CivilEngineer

HVACShared

ProjectModel

OWNER DESIGNER

CONTRACTOR

SUB SUPPLIER DB/SUB


• An overlay of normal procurement methods that seeks to create a culture of collaboration withinthe project team.

Partnering

• Seeks to align the objectives of the partiesthrough the structure of the contract.

Alliancing

• Creation of relationships that allow the parties to learn and improve their performance from one project to the next

Strategic long term relationships

Rel

atio

nsh

ip /

C

olla

bo

rati

ve C

on

trac

tin

g


Essential Principles

• Mutual Respect

• Mutual Benefit

• Early Goal Definition

• Enhanced Communication

• Clearly Defined Standards

• Appropriate Technology

• High Performance


Key Elements

• Early Involvement of Key Participants

• Risk and Rewards Equitably Balanced

• “Best for Project” Compensation Structures

• Clearly Defined Responsibilities with OpenCommunication and Risk Taking

• Management and Control Structures Built Around Team Decision Making


• Used to describe delivery methods that concentrate on relationships between the parties to a construction contract as well as the project’s requirements.

• Encourages parties to move from confrontationand encourages them to work together to achieve outstanding results.

• Covers various forms

• So, ‘contracts’ are flexible enough to address uncertainties.

Collaborative / relational contracting


• Allows• Mutual future planning

• Sharing of both benefits and burdens• Eg gain share or pain share in target cost contracts

• Principles underpin co-operative working arrangements


….... and Teamwork

• Problems are expected as normal

• Problems are dealt with by• Cooperation & adjustment processes

• Solve problems faster and also maintains relationship

• Thus enables• Win – win – win environment• Monetary and non-monetary satisfaction• Move from adversarial culture to co-operation


Barriers…….

• Legal• Tension between fluid collaboration and

precisely defined responsibilities• Public Contracting Laws

• Social• Inertia• Lack of Trust

• Commercial• Asymmetric Risks & Rewards• No Standard Business or Contract Models


Things to remember

• Contracting• Does not remove the need to get the contract

right!!!!

• Complexity• Complexity of management of relationships

increases from the Traditional DBB to Alliance


PARTNERING


•Project partnering (short term)

•Strategic partnering (long term relationships)

Partnering


PARTNERING CAN PROMOTE BETTER VALUE FOR MONEY BY ENCOURAGING CLIENTS AND CONTRACTORS TO WORK TOGETHER TO:


• Improve building design so that the completed building is more efficient to run;

• Minimise the need for costly design changes;

• Identify ways of driving out waste and inefficiency in the construction process;

• Incentivise contractors to deliver tangible improvements in costs, time taken to complete a building and the quality of the construction;


• Replicate good practice from earlier projects;

• Minimise the risk of disputes resulting in costly and lengthy litigation by avoiding adversarial relationships between client and contractors; and

• Integrate the supply chain.


Success factors and likely problems

• Success factors:• Trust

• Equity

• Commitment

• Improved attitudes

• Shared understanding

• Improved communication

• Mutual goals

• Joint evaluation

• Joint problem-solving

• Training and maintenance

• Incentives

• Performance measurement

• Likely problems:• Lack of commitment

• Uncomfortable in trusting

• Lip-service

• Win-lose mentality

• Lack of perseverance

• Commercial pressures

• Not all parties are included

• Lack of empowerment

• Inefficient problem solving process

Soft aspects

Hard aspects


Intro

• If two companies want to merge, we call it a merger. • The two companies become one and the same.

• Humans = marriage

• If two companies want to get very close, but still retain their own independent natures, we call it partnering.• Humans = living together


What Partnering is NOT!

• It is not a cure-all• It is NOT a procurement route!!!

• Partnering is not a contract !• Not mandatory.• Parties must agree to cooperate in a partnering

relationship.• It has no legal effect• Cannot be used to alter the terms of contract, nor

does it effect the legal responsibilities of the parties.• However, yes, it will facilitate additional communication

and understanding of the requirements!!


ACTIVITY (5 MIN) Working with your peers

Write two paragraphs to answer ~ What is Construction Partnering?


Partnering in construction

A process whereby the parties to a traditional risk transfer contract, commit to work

together in a spirit of mutual trust and respect towards the achievement of shared objectives


Overview of partnering

• Construction partnering is a commitment between the owner, consulting engineer and/or architect, and the contractor(s) to improve communications and avoid disputes by working together towards shared and common goals and objectives on a project specific basis.

Partnering builds goodwill and trust, encourages open communication, and helps the parties eliminate surprises and adversarial relationships. It enables the parties to anticipate and resolve problems, and avoid or minimize disputes through informal conflict management procedures.


Partnering

• Is an overlay that sits on top of the contractual relationships.

• Partnering establishes the working relationship among the parties through a mutually developed, formal strategy of commitment and communication.


Basic concept of partnering …

• … is relatively simple and is not intended to give rise to a change in the legal structures.

• … is best described as a management philosophy or tool. • improved methods of communication;• the escalation of disputes quickly from the site to

senior management; and• the encouragement of lateral thinking to overcome

problems which arise during the construction phase, without necessarily reverting to the contract as a matter of first resort.


What types of projects can benefit from Partnering?

• Almost any construction project can benefit from using the partnering process.

• The benefits of partnering increase with the project's increased risk. • The risk can be evaluated in terms:

• of design and construction complexity,

• the numbers of major stakeholders involved,

• budget constraints, and many other factors.



What are the perceived benefits from partnering?


Benefits (Clients / MC / SC)

• Enhanced genuine Customer focus• Relationships clear

• Better safety records

• Synergistic teams

• Innovation

• Reduction in outstanding claims and litigation• Reduction in paperwork

• Work is more enjoyable


Benefits (Clients / MC / SC)

• Improvement in project performance• Enhanced quality

• Improved efficiency

• Faster projects

• Greater certainty

• Greatly improved Responsiveness

• Improved design


The Process

• A formal process• As partnering is voluntary, the specific methods

will be agreed to by the parties.

• ….to melt away years of adversarial tendencies, a formal process is anticipated, typically consisting of an initial workshop with all key players participating, and follow-up workshops to evaluate and reinforce performance.


Essential to start with

• Secure top management commitment• If the head isn't willing to cooperate, the body

won't follow.

• Experience has shown that top management commitment is essential. Workers act in accordance with how the bosses act, not just in accordance with what they say.


Review workshops

Ongoing evaluation

Initial workshopCharter

Partnering champions

Evaluation processDispute escalation

process

Invitation to partnerEducation Commitment


Invitation

• One party invites the other to enter into a partnering agreement• Pre or post contract

• Either client or contractor can extend the invitation


WHEN THE PARTIES WORK AT MAKING IT WORK IT CAN MAKE A SIGNIFICANT

DIFFERENCE

Design Bid Build

Contract

Invitation to partnerPartnering is an overlay

to the traditional procurement method.

Partnering often considered a tactical

decision and as a strategy to increase

repeat business


Initial Workshop

Decision-Making

Performance Improvement

PARTNERING

Mutual Objectives


Membership

• Evaluate companies technological skills

• Check business characteristics include cooperative attitudes

• Aim for strengths which compliment rather than duplicate each other

• Potential for performance improvements

• Potential to develop new ideas


Equity

• Financial arrangements encourage long-term developments aimed at improved joint performance

• Fair distribution of costs and profits

• Reliable sources of finance

• Problems seen as opportunities

• Decisions based on long-term interests of all the companies


Development of Effective Teams

Cautious Exploration

Listening & understanding

Mutual objectives & agreed decision making

Cooperative teamwork


Seven Pillars of PartneringMembership

Equity

Integration

Project processes

Performance improvement

Strategy Feedback


Strategy

• The kind of buildings or infrastructure to be constructed

• The standard of their products and the technologies to be used

• Services to be provided for customers

• Plans for performance improvements

• Clear and fair financial plans

• Flexibility to cope with change


Review Workshops

• At key stages in project

• Review progress

• Ensure mutual objectives and performance improvement are achieved

• Consider adopting more challenging objectives and improvements

• Solve all persistent problems


Requires (ed)

• The realignment of a whole industry• Huge cultural issues, - Hofstede centre

• Commercial issues

http://geert-hofstede.com/countries.html


Cultural issues

• Stage of mind

• Trust – vital

• Good communications

• Teamwork

• Win / win approach

• Empowering the supply chain


Commercial issues

• Open book accounting

• Pain / gain schemes

• Value engineering

• Risk management

• Benchmarking


Commercial issues - contracts

• A moral relationship

• Not a formal contract

• Non-binding

• Charters based on trust, co-operation and shared objectives

• Issues…. Funders prefer contracts therefore NEC3 (more strategic long term partnerships)• Move from project partnering to strategic

partnering



What are some of the problems that you are already able to identify

with partnering?


Problems

• Its voluntary

• Its about getting the right attitudes and mind sets

• It requires openness and trust

• It requires bravery

• Its hard to break old attitudes and mind sets

• Can break down when difficult issues arise


When it goes wrong!!!

• Poor partner selection

• Mismatch of cultures

• Lack of trust

• Poor communications

• Lack of commitment

Documents

Session EIGHT - Weeblycons6817.weebly.com/uploads/4/2/6/3/42631959/s08.pdf · 2019. 12. 7. · Collaborative / Relational procurement •Partnering (Short term) Self-directed (6 hours)