3rd A n n u a l G S A A c h I e v e m e n t A w a r d 17
May 99
1.
Describe
policy or practice.
We were very
successful in filling GSA’s historical mission to construct a new building for
another Federal agency. This practice was performed under the "umbrella"
of GSA’s reinvention laboratory. Further, we clearly demonstrated tangible
& intangible benefits of quality project management. These project delivery
system concepts support the evolution of GSA from a "value &
legalistic based organizational culture" into a focused organization using
a performance approach to project management.
These management
concepts and practices built a collaborative environment with the different
organizations who in turn have diverse, long term organizational and business
strategies. For this project, other organizations included our client, (USGS),
together with the general contractor, their sub-contractors, and suppliers.
In the dynamic
construction industry, the art of thinking is linked to the art of
relationship building and skillfull communication. This clarity
provides energy for innovative leadership; effective project planning &
design; and quick responses to unknown site conditions. Many unknown conditions
such as weather, gaps between design and constructibility, differences between
client expectations and constructors’ intentions, and varied interpretations of
contractual obligations and legal compliance have historically presented many
obstacles which are typically difficult to resolve.
2) Explain the background.
When speaking with a
private industry group, Norma Barr, PhD, (of Barr & Barr Consultants our
Partnering Facilitator), remarked that she’d seen outstanding leadership and a
remarkable partnership on a government construction project - disbelief and disdainful
remarks erupted. After the comments subsided, she said, "The leadership,
teamwork, and innovative problem-solving was among the best she’d ever seen,
including my experience with corporate America." The businessmen
vigorously challenged her perception.
Norma then
challenged the group. "What if you had to build a state-of-the-art
laboratory for a group of exceptional scientists whose mission was determined
by Congress? While waiting for Congressional funding, years pass between the
initial concept and construction. In the meantime, the lab’s mission expanded
and needs changed.
Concurrently, GSA’s
Contract Officer had to work a procurement systems that doesn’t allow quick
movement through Congressional funding, concepts, bidding, and site construction.
Additionally, the awarded bidder was a small company who hired a large company
as its major subcontractor. This required them to integrate two different
business cultures with different systems and approaches. How do you bring
common sense, creativity, and continuous innovative problem-solving to bear
with upon all these factors? As well, how do you continue to think creatively
in the midst of continually changing forces?"
A vigorous
discussion occurred when that group bit into the scenario with such unrealistic
parameters. They were astounded that the challenge was successfully met and GSA
turned over the world class $23 million National Water Quality Laboratory
(NWQL) to the U.S. Geological Survey on schedule and on budget in the spring of
1999. People involved said it was the best partnership experience. Satisfaction
was voiced from the owners, the users, and the constructors.
Leadership Philosophy. The NWQL
leadership team was composed of five people: Howard Bruce GSA Project Mgr.
(PM); Carl Sherrill, Construction Mgr. for Abide International; Steve
Farrington, GSA Contracting Officer (CO); Linda Pratt, NWQL Lab Operations, and
Taryn Edwards, Blackington & Decker’s Construction Project Mgr. Four have
an intuitor-thinkers personality; the other is a sensor-thinker. Typically
intuitor-thinkers prefer quick conceptualization, recognize connections among
variables, analyze impacts, and bring intense focus to an issue.
Sensor-thinkers work with practical, realistic solutions that are analytically
sound and quickly assessed. Each is self-disciplined and believes in
partnership, collaboration, and teamwork. They share a leadership philosophy:
recognize challenges; involve the right people in solutions; find mutual
direction; and provide a productive framework for people.
Starting in 1993, work began
on the project to meet a scope that was over the lab’s needs. Within three work
sessions Carl and Howard recognized the other’s capabilities to think
logically, innovatively, and decisively. They recognized the need for hard
decisions and took time to understand the other’s thinking. Howard said,
"We took time to explain our thought processes. We were deliberate to
build a basis for challenging and integrating thoughts." In subsequent
work sessions they demonstrated easy grasp of the another’s ideas, and set in
motion a model of shared reasoning, vigorous discussion, and a workable rhythm
to explore innovative possibilities.
Prior to this, in
1990, Linda Pratt (NWQL lab operations) started as the liaison to communicate
lab’s requirements into construction. As one partner described Linda:
"She’s very intelligent with an analytic mind and was able to define lab
requirements." Another said, "Scientists have a way of speaking in a
declarative way, in their own language, expecting others to immediately
understand".
In 1995, two years
into this synergy, GSA ‘s Contracting Officer Steve Farrington
"volunteered" his services. How would Steve fit into the process that
was already working with Howard and Carl? Steve says "seize the moment and
help others do what they do best." When asked about leadership, Steve
said: "I don’t want to forget what it’s like to be in the trenches. I had
a Military Special Operations Commander who became so arrogant, he forgot. It was
really clear that I did not want to turn out like him. I never want to forget
the people in the trenches."
Also, Howard is
concerned with people. He said, "I don’t believe in telling someone else how
to do their job. Let them bring their own stuff to the table. Help them get to
the point where their own enthusiasm takes over, then step back and provide the
resources they need. I always watch for excitement to know when to back off and
let them take over. When I see someone get excited, I know they’ve engaged and I
don’t have to tell them how it. It is my job to explain philosophy and the
outcome. People should have fun and room to innovate."
Leaders use empathy
to understand and think with perspectives to know how to establish a mutual
framework for action. Carl explains leadership as a rational process to resolve
the unexpected and establish truth to maintain momentum. From that basis,
fairness is established. He prefers to listen for facts, probe and question for
accuracy. Integrating viewpoints uncovers the true situation. Carl notes a fear
factor as an inhibitor of open-mindedness. When people fear, they’re afraid to
think openly. His talent for conceptualization and translating such into visual
representations aids communication. His natural intuitor-thinker style is
matched with rigorous analytic training providing well-honed skills to
conceptualize and operationalize ideas. He can take ideas and turn them into
plans and schedules, which are easily communicated.
Taryn Edwards, the construction
project mgr., in 1997 (for about 4 months), brought in intelligence,
experience, and a reputation to get things done. When she initiated work, she
faced working with a small construction company having a very different culture
from the large construction company who was the primary subcontractor. Taryn
had to facilitate discussions to get these companies business methods into a
workable system. Additionally she had to get construction started.
Leaders with
excellent thinking skills, good people skills to build trustworthy relationships,
and continuous demonstrations of open communication led to success. Leaders
throughout the project, from the field to the offices, contributed to building
and sustaining a real partnership. They also achieved another important part of
the vision: they walked away with each partner shaking hands with the others
saying, "I would count it a privilege to work with you again." One
partner said, "The project was a pleasure to work on and we had fun while
building a top quality project."
Leadership Style Leadership is not easily
"taught" but can be practiced. Lessons are more relevant for the
experienced and mature with a sense of depth & perspective and for those
who rise above narrow interests for an accurate vision of what’s to be achieved.
Leadership is dynamic like a project; it is not static.
We demonstrated this
in our initial Partnering workshop. Within a week of GC award, we invited major
project participants on a ½ -day experiential workshop to allow project
participants to get to know each other without specific job problems and to
think about working with other specific individuals. Further, we addressed our
implied, but not easily reached goal, to form a "perfect team" within
the 1st - 30 days (or so) of the start of the project.
We considered
several activities for this workshop, and felt an outdoor activity would have
the greatest impact. We decided on a white water river raft trip as the first
"tool" to help everyone think about the upcoming work in a new,
innovative manner. We felt it important for "raft-mates" to have an
enjoyable, low risk way to work together.
As partnering’s a
"no threat" activity (I.E. no monetary risk and no individual
competition), we felt we’d establish an emotional "bond" with
participants, then translate such into value. We provided a workshop to
symbolize many desirable qualities, have fun, and think beyond "assumed
limitations". Prior to "leaving down the river", we charged the
group to think about working with a common goal and to learn about that
"stranger in YOUR boat". The next day, Norma’s analysis helped bring
this thinking into our conscious minds.
3) List most significant achievements.
Establishing Trust
These leaders shared a strong respect for analytic
reasoning and skill to build relationships. Carl remarked, "Trust is not
an enigma, it’s built on facts. Openly establishing accurate facts helps
establish a level of truth. A willingness to work together to establish what’s
really happening impacts relationships to build trust. I check emphasis and
proportionality of the way people discuss an issue. If they use too much
elaboration and dramatic expression, truth is harder to establish. Logic and
reason gives everyone a fair chance to establish truth."
Howard needs to hear
people’s reasons to better communicate. Linda noted that she and Carl quickly
agreed on ways to respond to scientists’ concern such as issues of air quality
inside and outside the building, water quality in the labs, etc. She asked
scientists to quantify acceptable limits for something measurable for
constructibility. "We’re all well grounded in math so using numbers to
establish acceptable parameters kept things understandable. As scientists we
operate in a testing environment where we quantify things for a living."
Thus, for an established analytical frame for scientists & constructors
used a mutually acceptable language.
When asked about
establishing trust, Linda described her work with Carl and Howard in 1993.
"The liking was there immediately. We spoke the same language and instantly
comprehend intent and meaning." Howard acknowledged the moment he stepped
into the project. It was time to "bite the bullet and make decisions. We
had to decide what we could afford. The scope was out of budget and no longer
matched the changing mission. We had to communicate and work together
throughout the project. We had a dynamic, moving target to tame."
In 1997, as field
construction started, Taryn worked directly with the superintendents and
foremen. "Taryn is really sharp, super intelligent, and can think fast and
spot possibilities that can solve complex problems." She spent a lot of
time getting business systems worked out, built a company structure to manage
the project, then worked to find the rhythm of the leadership team.
Dynamic Problem
Solving Our individual experiences brought to this project
shaped our proposed work here. Subconsciously were looking to not repeat
previous errors – insanity is doing the same thing over & over and
expecting a different result. Construction inherently requires CHANGE. Projects
are "living", dynamic & constantly changing, thus if previous
techniques have not worked CHANGE techniques!
The Art of
Thinking This partnership was repeatedly tested with many
difficult and demanding situations. The problem-solving environment began with
Carl and Howard. They found a natural rhythm by taking the limits off and
allowing creativity to produce unbounded ideas. Others noted the rhythm of the
way Carl and Howard learned to work together. Steve said, "Carl and Howard
have a chemistry that really works. A common element among these leaders was
the thorough training prior to GSA, where they developed the art of thinking.
Leadership
Competence As experienced while rafting, quick decisions &
proper action are required for competent leadership. Some decisions may be
better than others, but quick decisions are "generally" better than
late ones. Competent individual AND group decisions are critical. When we
realize someone may have better techniques for a given task, then we’re in a
position of significant empowered leadership. When we sense others are here
only to take undue advantage, then leadership has a problem. Without 2-way
credibility, honesty, trust, & leadership will not be as effective.
Leadership in
Action Significant performance issues typically beyond the
contractor’s direct control but heavily influences job site performance, relate
to "Requests for Information" (RFIs). RFIs can be controversial.
During our final Partnering workshop in Feb 99, we did not undertake an
analysis nor discussion of the RFI process as developed here. However, we
believe our handling of RFIs was significant in maintaining a positive momentum
& work discipline.
As the project progressed, we
adopted techniques to clarify contract documents, confirm direction to
unexpected problems, or address questions & issues via RFIs. Such response
included text or graphic responses (sketches). Text responses were entered into
BDI’s computer database for digital searching & distribution to trades.
"Small" sketches were produced on "faxable" paper for ease
of photocopying or distribution and referenced in the text response.
As of mid-Feb. ‘99
there were only 678 RFIs; early G.C. estimates approximated 2000 RFIs. 423 RFIs
(62%) were answered either on the day of submittal or the day after.
Considering the complex mechanical, electrical, and plumbing work were about ½
the project’s scope, expeditious responses to RFIs were significant to maintain
a productive work environment.
Specific Tangible
Project Accomplishments
1) Single weekly coordination meetings
(short and ONLY activity coordination!)
9) Satisfied & pleased client.
10) Final
Partnering Workshop – Summary of Norma Barr’s Notes 4 Feb 99:
PROJECT
PARTNERSHIP: Partners took time during the project’s closing days
for experience assessment & to explore Lessons Learned. This places us in
position to better reinvest in partnership & affirm benefits to both
government & business.
PARTNERSHIP SUCCESS: Partners
were asked to rate Project Partnership by rating 20 items.
Rating scale: 4 = Very Effective; 3 =
Effective; 2 = Ineffective; 1 = Real Failure
The ratings were as follows:
3.83 Problem-solving
3.81 No
litigation
3.79 Rafting
team building session
3.78 Quality
Job
3.76 Safe
Job
3.76 Non-adversarial
work environment
3.67 Snow
mobiling team building session
3.65 Teamwork
3.61 Open
communication
3.57 Payment
Process
3.56 Fun
on the Job
53. Direct / candid instead of posturing & hidden
agendas
3.50 Trust
3.40 Schedule
Management
3.33 Submittal Process (during 2nd
½ of project; 1.23 score during 1st ½ of project)
29. Less send / resend paperwork
3.29 Time
& cost control over the project
3.27 As
Builts
3.12 Reduced
paperwork
3.
Profitable
* These
evaluations are the highest ratings the Partnering Consultant has ever seen on
a construction job.
4) Identify the problem(s).
Our previous GSA and private experience
provided specific knowledge. For greatest value, we knew to begin teamwork as
early as possible. We knew to build and establish a positive
"organizational culture" and then apply such to specific project
tasks. Essential to this is how our "organizational culture" was
created for the best job site behavior of individuals. Such behavior is also
effected by and reflective of the overall business strategy established by
other organization's leaders. We believe it’s important to support and reward
collaboration and reward efforts of individuals as supported by expressed or
implied strategies of the other individual businesses.
Given our previous experience we knew that
some people would not be familiar with the underlying concepts required to
develop a quality organizational culture. In fact a cynical attitude would be
an even greater problem to overcome. We felt that if we found a way to make
teamwork "experiential" so that most individuals could quickly and
dramatically experience first hand the "reality" of teamwork, a
greater value and meaning would be enjoyed. Our intuition said to let
participants experience the lessons 1st hand, then transfer these
lessons to the job site.
As we progressed into actual project work, we
knew the importance of quick and effective decision making to expedite
effective field operations and maintain high levels of efficiency and quality.
Managerial & organizational skill helped for a successful project, but the
real skill is applying practical knowledge everyday to continually support the
work. We demonstrated that Partnering is not just a "show for the guys in
the suits"
Continuous partnering – initial development
thru project work
Our experience and through technical
knowledge served to create a positive environment in two ways:
5) Show
how the replicability of the policy (or practice).
Many COs know little of construction. Few are
willing to think reasonably about ways to get things done. Many play it safe to
avoid even reasonable risk. Steve’s an action man, not a roadblock." One
partner said, "If GSA could clone Farrington, they’d turn their reputation
around in a hurry. They don’t realize how pivotal the CO is to project
momentum. A government moneyman can kill momentum, and usually do, but not
Steve. He adds momentum instead of roadblocks."
Other specific qualities: Concise leadership to make partnership real
Non-threatening
introduction / creation of productive project culture
Confirm /
understand individual business strategies
Initiate innovative
problem solving
Contracting
concepts & techniques for competent professional service delivery
Knowledgeable
individuals who can and will do the work
6.
Summarize
consistency with "Federal Asset Management Principles".
What behavior does
the Govt. implicitly support? Explicitly support? On personal level? On
organizational level?
Confirm Govt. policy (expressed vs. implied)
towards GSA constructed projects.
Good News
& Success Stories
1.1. NWQL is a state-of-the-art lab supporting
clean water analysis. It's a science lab providing information on ground water,
irrigation. Water quality / quantity analysis is part of a large national
resource program. This "fee for service" lab is structured to earn
its way with expanded capability without expanding staff.
1.2. This successful project demonstrates GSA's
commitment to small and minority business utilization
1.3. NWQL represents a long-term government
payback where GSA owns the facility, rather than leasing it.
1.4. Technological
improvements allow reduced lab space, but increased capability.
1.5. GSA took a leading role in integrating
sustainable, affordable design, starting in the planning stage.
1.7.1 Casework - Concept of layout is now
being requested from other worldwide organizations.
1.7.2 Public Service Co. funded energy studies
& supported early commissioning. This project is the 1st for GSA
in the nation to partner with a public utility. Outcome: Huge energy savings,
as compared to what the energy bill would have been. It will have a long-term
benefit after payback.
1.7.3 Partnership
was formed among government agencies, as well as with contractors
1.7.4 Early inclusion of commissioning
provides a true warranty period for the contractors
1.7.5 Commissioning was integrated from design
through submittals; Clear project leadership focused on commissioning and
provided a genuine request for involvement
1.7.6 RKMI’s Performance
Building Systems Company was brought in early to check & document equip.
(before start up). They took a pro-active approach for a partnered,
professional result. On move-in, the agency didn’t get ambushed on equipment;
early check prior to start-up, avoids damage to pumps & motors & limits
to integrated system performance.
1.8 Leader synergy occurred on the project
throughout the different parts of the job.
1.8.1 Additional
leaders sparked the team.
1.8.2 Procurement Officer took a risk on the
innovative approach of going 8-A
1.8.3a BDI and HP put together a team with outstanding
individuals
1.8.3b The leaders were visionary and thought
outside the box
1.8.3c Innovative rapport building with
experiential learning rather than a meeting / classroom approach
1.8.3d Leaders looked for the design intent to
support the project, rather than taking the business-as-usual approach of
rigidly considering contract content.
1.8.3e Leaders searched for better ways with
minimal cost, minimal time investment, & workable solution. Overcame
obstacles overcome with clear communication.
1.9 GC initiated an attitude to recommend
solutions when presenting problems, providing a transition for workmen’s to be
included in solutions. Problem solving was distributed throughout the project.
1.10.0 The CM offered to invest time and money into
partnering and asked for authority and responsibility to plan ways to make
partnering real. Carl found creative ways for strong relations & GSA
supported innovation.
1.10.1 GSA relinquished some decision-making
authority and invested in trust and good will to allow Abide to find
innovative, experiential team building activities.
1.10.2 Partnering organizations shared the costs
to build a real Partnership work environment (Abide, GSA, BDI, Hensel Phelps,
RKMI, as well as the subs) provided money, time, and participation.
1.10.3 Partners were able to include values,
emotional intelligence, good will investment and commitment to keep the
partnership alive and functioning
1.10.4 Champions
of partnering behavior led the process throughout the project
1.10.5 Many said this was the best partnering
ever. They credited visionary leadership, experiential team-building, real
human connection, and communication. They demonstrated work ownership as a
partnership outcome.
1.10.6 Rafting offered a real opportunity to
quickly connect & build a team. Debriefing for a deeper understanding of
communication styles to recognize project application followed rafting.
1.11. Leaders kept partnering energized during
the intermediate project parts. (This lab is the 1st building built
on the DFC since 1967, with the exception of the child center addition).
1.12. Even this good project faced the difficulty
of attracting laborers in a tight labor market. Subcontractors and the General
Contractor brought in innovative people to meet the challenge, particularly
with mech. / elect. trades.
1.14. GSA’s CO/ PM demonstrated intelligent
interpretation & were equally committed to legality & contract
integrity.
1.15. Companies put together a truly
safety-minded work force. No lost time injuries occurred on the project.
1.16. Project photographs were available via web
site, for interested families, workers, agencies, consultants, universities,
and perspective clients to stay informed.
1.17. Partners are sensitive the environment
(i.e. using manifolded exhaust in lieu of separate exhaust stacks).
1.18. Environmentally safe chemical lab; real
planning for both an internally and externally safe environment pays off.